Monitoring of the Management Plan of the Historic Centre of Florence Was Approved by the City Council on 12 July 2018 with Resolution No

TITOLO

Municipality of Florence

The Monitoring of the Management Plan of the Historic Centre of Florence was approved by the City Council on 12 July 2018 with Resolution No. 2018/G/00321.

Director of the Administrative Coordination Area Lucia Bartoli

Manager of the UNESCO Office of the Municipality of Florence, Site Manager of the Historic Centre of Florence, World Heritage Site Carlo Francini

Heritage_CITYlab, Joint Laboratory, Municipality of Florence – Department of Architecture of Florence

Director of the Department of Architecture (DIDA) of the University of Florence Saverio Mecca

Site Manager of the Historic Centre of Florence, World Heritage Site Carlo Francini

Coordination of the Monitoring of the Management Plan and general management Carlo Francini

Research on the Monitoring of the Management Plan and drafting of the document Chiara Bocchio, Research Scholar of the joint laboratory Heritage_CITYlab

In drawing up the Monitoring, documents and data provided directly by the project managers have been used.

Contributions by Paola Biagioni, Research Scholar DISEI Daniela Chiesi, Research Scholar Heritage_CITYlab Valentina Ippolito, Association Mus.E Alessia Montacchini, Research Scholar Heritage_CITYlab Marco Ricciarini, Research Fellow Heritage_CITYlab

Acknowledgment

We would like to thank all the stakeholders participating in the various meetings for the monitoring, who made their data available and contributed to the compilation of the project sheets. In particular, we wish to thank:

The Ministry for Cultural Heritage and Activities and Tourism: UNESCO Office MiBACT; Superintendence of Archaeology, Fine Arts and Landscape for the Metropolitan City of Florence and for the Provinces of Pistoia e Prato; the Tuscan Regional Secretariat of the Ministry for Cultural Heritage and Activities

Tuscan Regional Authority, Culture and Research Department,

Metropolitan City of Florence

The Municipality of Florence: Tourism Department; Economic Development Department; Environment Department; Admi- nistrative Coordination Area; Directorate General; Directorate of the Environment; Directorate of Economic Activities and Tourism; Directorate of Sport and Culture; Directorate Information System; Directorate of Technical Services; Directorate of Town Planning; Directorate of New Infrastructure and Transport; Directorate of Property Management; Civil Defence

The University of Florence: Department of Architecture (DIDA); Department of Economics and Business Sciences (DISEI); CIRT Inter-University Research Centre on Tourism (University of Florence, Pisa and Siena)

Association Mus.E

Linea Comune S.p.A

The Centre of Tourism Studies of Florence (Centro Studi Turistici)

The District Basin Authority of the Northern Apennines

Opera di Santa Croce

The Uffizi Galleries

Angeli del Bello Foundation

Bardini e Peyron Monumental Parks Foundation

Fondazione CR Firenze

Firenze Convention & Visitors Bureau Monitoraggio del Piano di Gestione B FOREWoRD

Florence is the emblem of Italian art and culture in the world and in 1982 its Historic Centre was declared a UNESCO World Heritage site. After all, Florence has always been considered a place belonging to all humanity. This is largely due to the role it has played in the history of civilisation and, in particular, to its renown as the birthplace of modern Humanism. Florence’s outstanding cultural importance was, in fact, one of the criteria for its inclusion on the World Heritage List. Florence’s heritage consists not only of the stone and marble monuments which are admired by millions of visitors from all over the world, but also of the cultural and literary works left by great artists, poets and writers as a legacy to humanity, works that have made Florence famous worldwide. The Outstanding Universal Value of Florence is incremented by the intangible heritage represented by the Florentine handicrafts and traditional shops, which provide concrete evidence of continuity with the past by perpetuating the historical and creative image of the city. Our city is, therefore, a living place… a place for developing and transmitting a culture of creative ideas, processes and customs. Florence is a varied and dense environment, made up of interactions and networks, capable of generating creative paths for the development of new lifestyles. After its first Management Plan in 2006, Florence approved its second Management Plan in 2016 as a tool for conserving and enhancing the World Heritage site. Today, two years later, we are presenting the Monitoring of the Management Plan 2016. This is a very important step for the management of the World Heritage site and for the application of what UNESCO asks of the sites on the World Heritage List. The city of Florence is proud to have reinforced its ties with UNESCO in recent years. It is with great pleasure that I mention the Third International UNESCO Forum on Culture and Cultural Industries, the 18th ICOMOS General Assembly, the Unity in Diversity Forum that brought together many mayors from different countries around the world, the G7 Cultural Summit, and the UNESCO/ICOMOS Advisory Mission during which several city projects were positively examined and evaluated by the international experts. These important international events in Florence reach far beyond answering the call of duty to protect and enhance our heritage, they are a testimony to the strategic role local communities can play in economic, social and cultural growth, as well as in advancing peace, tolerance and hospitality which have always characterised Florence.

Dario Nardella, Mayor of Florence

2 Monitoring of the Management Plan The Management Plan: a tool for the governance of the Historic Centre of Florence

The Historic Centre of Florence has been included on the World Heritage List since 1982. In an attempt to make its protection more decisive, allowing the heritage to be known, defended and monitored, since 2004 UNESCO has recommended the adoption of a Management Plan by all sites included on the List. The Management Plan thus represents an important tool for the preservation and enhancement of the Heritage, but at the same time it is also a source of guidance for the decisions that the Administration is required to make regarding the use of the city and its spaces. In fact, the Management Plan is characterised by an integrated approach through which the protection and preservation of the cultural heritage is combined with the socio-economic development requirements of the territory with a view to ensuring the sustainability of the choices made. In order to fulfil the requirements related to the drawing up, implementation and monitoring of the Management Plan, in 2005 the UNESCO Office of the City of Florence was established in the municipal organisational structure. Since 2018, within the framework of the overall reorganisation of the municipal administrative structure, the UNESCO Office has been located in the Administrative Coordination Area. Thanks to this collocation, the Administration has overcome a more traditional approach, thereby enhancing the transversal dimension represented by the fact that the City’s Historic Centre belongs to the UNESCO World Heritage. In line with the Vision identified in the Management Plan 2016, according to which “only sustainable development centred on man, mutual respect and intercultural dialogue" can be the basis on which to "build a new and consistent vision for a living, thriving and welcoming city", and for the purpose of achieving the Mission of preserving “over time the Integrity and the Authenticity of the Outstanding Universal Value” of the Heritage of the Historic Centre, the administrative organisation adopted reflects the potential of the same Plan in the perspective of combining the variegated situations of the Historic Centre in "a living environment which alters and changes over time", thus enabling an effective interplay between the competent actors and stakeholders, both public and private, working in this situation, and which cannot but also take into account the cooperation among the various institutions involved at a local, national and international level. The new definition of the organisational structure confirms the relevance of the Management Plan as a tool of choice for implementing a comprehensive policy of sustainable development which, in a holistic and multidimensional approach, has an effective impact on the programming and strategic guidelines of the Administration. Consequently, the intention is to ensure the convergence of the decisions linked to the use of the city not only in the protection of the cultural heritage but also regarding the tourism, commerce, creativity, transport and urban development sectors through the promotion of participatory processes involving all stakeholders, in such a way as to create a balance and a synergy among the requirements for protection, accessibility and development of the local community.

Lucia Bartoli, Director of the Administrative Coordination Area

Monitoring of the Management Plan 3 The challenge of managing a World Heritage site amidst memory and future

“The United Nations was not created in order to bring us to heaven, but in order to save us from hell.” Dag Hammarskjöld, Secretary General of the United Nations, 1954

Thirteen years have passed since the city administration decided to establish a structure that would follow the events linked to the management of the Historic Centre of Florence as a UNESCO World Heritage site. From the beginning we had the opportunity to pursue and coordinate this intention that has lasted over time. In 2004 the Ministry for Cultural Assets and Activities decided to invest financial and human resources in order to speed up the definition of the Management Plans for the Italian sites included on the World Heritage List. Italy was already among the countries with the greatest number of sites on the List, but it certainly did not stand out for the presence of Management Plans. This thrust has allowed many sites to become aware of the value linked to the fact of belonging to the World Heritage List thanks to an in- depth reflection on the key concept of Outstanding Universal Value, an essential element for defining the possibility of being included on the List or not. When we recall the first uncertain steps of this challenge, such as the total lack of documentation on the nomination of Florence in 1982, not only in the archives of the city, but at the Ministry itself, and the difficulty of entering into a specific technical language linked to the world of UNESCO, we can safely state that a lot of progress has been made. From a rhetoric linked to the definition of Florence as a city that belongs to Humanity, an itinerary has been set up, certainly still complex and still in progress, defined through international conventions and in particular, the Convention of the World Cultural and Natural Heritage of 1972. An itinerary without the possibility of turning back, or rather, an "obligatory" itinerary that requires that the State and the responsible subjects assume responsibility for the conservation of the site and raising of awareness of the fact of belonging to the World Heritage. For the Historic Centre of Florence, the responsible subject is the municipal administration, and this is why the human and economic resources for the activities related to the management of the site derive largely from the Municipality of Florence with the financial support of several projects by the State (through Law 77/2006), foundations and entities. Over time, direct relationships have been established with the other institutions, such as the Tuscan Regional Authority and the peripheral State administrations, and in particular with the University of Florence, with the creating of a joint laboratory with the Department of Architecture that has been, and will be, the protagonist of many of the research activities applied in the Management Plan. Within the various administrations and the municipal administration itself, the awareness of the value of the World Heritage site has reached unexpected summits in recent times. In the various municipal regulations, from urban planning to those related to trade, the fact that the Historic Centre belongs to the World Heritage List is always reiterated as an inspiring concept of what we are going to do or authorise in the reference context. The main tool of all of this is the Management Plan. We have progressed from the first Management Plan made redundant in 2006, linked, rightly so, to the model that was being consolidated

4 Monitoring of the Management Plan in those years at a national level (we were among the first "old" sites to have a Management Plan), to a second Plan in 2016 deliberately directed towards potential or actual threats that could affect the World Heritage site. It was obvious that the experience of the 2014 Retrospective Outstanding Universal Value for Florence and, above all, the exercise of the 2013 Periodic Reporting would induce us to take the road of a useful instrument, directed towards the highlighting of criticalities and the identification of possible answers. In the Management Plan we aimed at clarifying in an exemplary manner just what the Vision and Mission of Florence was as a World Heritage city. The Vision: We are convinced that only sustainable development centred on man, on mutual respect and on intercultural dialogue can provide the foundation on which to build a new and consistent vision for a living, thriving and welcoming city. The Mission: To preserve over time the Integrity and the Authenticity of the Outstanding Universal Value, which have permitted the recognition of the property as a UNESCO World Heritage site. If we take as a guiding principle the sixth (and perhaps the most fascinating criterion of inclusion on the World Heritage List that links together both the material and immaterial assets) - which for Florence has the following declination "Florence is materially associated with events of universal importance. It was in the milieu of the Neo- Platonic Academia that the concept of the Renaissance was forged. Florence is the birthplace of modern humanism inspired by Landino, Marsilio Ficino, Pico della Mirandola and others"- then the Vision for the city that we defined in the process of the Management Plan could not be anything different. Just as the Mission that links us to the World Heritage cannot be any different: preserving over time the Integrity and Authenticity of the site that does not mean cloaking and repressing the natural changes of a living organism like a city. The Mission intends to be an encouragement in knowing how to manage change without forgetting the roots and reference models that are linked to the history and development of the territory of a city like Florence. No homologations, but neither any attempt to relive the good old days. No password is necessary therefore, for valorising a great tradition, but there is also the need to develop strategies of resilience and adaptation for the sustainable development of our city. From this point of view we find a formidable ally in the UN 2030 Agenda and its Sustainable Development Goals, especially number 11: “Make cities inclusive, safe, resilient and sustainable”, and that is why we have included the Sustainable Development Goals of the 2030 Agenda among the Monitoring indicators for our Action Plan. A year ago, in May 2017, a UNESCO/ICOMOS Advisory Mission expressed a positive outcome for the evaluation of many projects of interest in our city and in particular, it had words of appreciation for our Management Plan, defining it as praiseworthy, strategic and readable. We trust that the Monitoring of the Management Plan, the result of the continuous and persevering work of many people, will also receive a positive evaluation from those who read it.

Carlo Francini, Site Manager Historic Centre of Florence, World Heritage site

Monitoring of the Management Plan 5 6 Monitoring of the Management Plan TABLE OF CONTENTS

Foreword The Management Plan: a tool for the governance of the Historic Centre of Florence The challenge of managing a World Heritage site amidst memory and future

How to read the Monitoring of the Management Plan

1. Introduction to the Management Plan 9 1.1. The Management Plan for World Heritage sites 20 1.2. The Management Plan 2016 of the Historic Centre of Florence 22 1.3. The Action Plan of the Management Plan of the Historic Centre of Florence 24

2. Monitoring the Management Plan 27 2.1. Monitoring the Management Plan of the World Heritage sites 28 2.2. The Monitoring of the Management Plan of the Historic Centre of Florence 29 2.3. The Monitoring process of the Management Plan of the Historic Centre of Florence 31 2.4. The projects monitored 37 2.5. The monitoring datasheets 39 2.6. New challenges for the management of the Historic Centre of Florence 123

3. Sources 127

Monitoring of the Management Plan 7 HOW TO READ THE MONITORING OF THE MANAGEMENT PLAN

What is the Convention concerning the Protection of World Cultural and Natural Heritage? Go to page 20

What are the Operational Guidelines for the Implementation of the World Heritage Convention? Go to page 21

What does OUV mean? Go to page 21

What is the Management Plan and what is its purpose? Go to page 20

What is the Action Plan? Go to page 24

What are the Vision and the Mission of the Florence World Heritage? Go to page 22

Do you want to know what the Criticalities of the Historic Centre of Florence are? Go to page 22

What do the Statement and Retrospective Statement of Outstanding Universal Value mean? Go to page 23

What are the 5Cs? Go to page 24

How are the actions/projects for the Historic Centre of Florence monitored? Go to page 29

What role do the Sustainable Development Goals of the 2030 Agenda play in the Monitoring of the Florence Management Plan? Go to page 34

What are the good practices and useful projects for maintaining the OUV of Florence? Go to page 124

8 Monitoring of the Management Plan 1. Introduction to the Management Plan HISTORIC CENTRE OF FLORENCE

V IA X X V I A P R IL E

INSCRIPTION NUMBER 174

DATE OF VIA NAZIONALE INSCRIPTION 1982

V I A C A V O U R V AI D E L L A S C A L A CRITERIA I,II,III,IV,VI

V IA D E G L IA L F A N I V IA D E L L A C O L O N N A

I L

L LATITUDE

E T VIA DEI SERVI N43 46 23.016

V B O R G O O G N SI S A N T I VIA CERRETANI LONGITUDE I T N E11 15 21.996 I P VIA DEI PECORI V O I A D E L L G ’ O R R I U O O L O B CORE ZONE 505 ha VIA DEL CORSO BORGO ALBIZI

L U N G A R N O S O D E R I N I VIA VECCHIETTI VIA ROMA V I A D E L L ’A G N O L O

L.NO CORSINI

VIA CALZAIUOLI BUFFER ZONE VIA TORNABUONI 10,480 HA

A I L.NO DEGLI ACCIAIUOLI R A B V I A G H I B E L L I N A M O R G O A D T E I G N R E C I V I A V E R D I A S 4 MUNICIPALITIES R O P

A I V Bagno a Ripoli

SA VN GI ’ TO N SI TO VIALE AMENDOLA Fiesole L U N G A R N O T O R R I G I A N I

VIALE DELLA GIOVINE ITALIA L U N G A R N O D E L L E G R A Z I E Firenze Sesto Fiorentino

VIA DEI SERRAGLI L U N G A R N O C E L L I N I

V I A R O M A N A

VIA BELVEDERE

V I A L E M I C H E L A N G I O L O

E L I L A G

E L A I V

HISTORIC CENTRE OF FLORENCE

V IA X X V I A P R IL E

INSCRIPTION NUMBER 174

DATE OF VIA NAZIONALE INSCRIPTION 1982

V I A C A V O U R V AI D E L L A S C A L A CRITERIA I,II,III,IV,VI

V IA D E G L IA L F A N I V IA D E L L A C O L O N N A

I L

L LATITUDE

E T VIA DEI SERVI N43 46 23.016

V B O R G O O G N SI S A N T I VIA CERRETANI LONGITUDE I T N E11 15 21.996 I P VIA DEI PECORI V O I A D E L L G ’ O R R I U O O L O B CORE ZONE 505 ha VIA DEL CORSO BORGO ALBIZI

L U N G A R N O S O D E R I N I VIA VECCHIETTI VIA ROMA V I A D E L L ’A G N O L O

L.NO CORSINI

VIA CALZAIUOLI BUFFER ZONE VIA TORNABUONI 10,480 HA

A I L.NO DEGLI ACCIAIUOLI R A B V I A G H I B E L L I N A M O R G O A D T E I G N R E C I V I A V E R D I A S 4 MUNICIPALITIES R O P

A I V Bagno a Ripoli

SA VN GI ’ TO N SI TO VIALE AMENDOLA Fiesole L U N G A R N O T O R R I G I A N I

VIALE DELLA GIOVINE ITALIA L U N G A R N O D E L L E G R A Z I E Firenze Sesto Fiorentino

VIA DEI SERRAGLI L U N G A R N O C E L L I N I

V I A R O M A N A

VIA BELVEDERE

V I A L E M I C H E L A N G I O L O

E L I L A G

E L A I V

HISTORIC CENTRE OF FLORENCE BUFFER ZONE - CORE ZONE

BUFFER ZONE

CORE ZONE HISTORIC CENTRE OF FLORENCE BUFFER ZONE - CORE ZONE

BUFFER ZONE

CORE ZONE ISTEMA TURI

Timeline of the Historic Centre Timeline of the Projects that have involved the of Florence, World Heritage site UNESCO Office of the Municipality of Florence

Inclusion of Report on the State Report on the State Setting up of the Florence on the of Conservation of Conservation UNESCO Office of 2006 2010 2016 1982 World Heritage List (problems: terrorism) (problems: impact of 2005 the Municipality of high-voltage electricity Florence and Florence Heritage Urban Critical Survey, Study of the Capacity lines) project: platform offering the Squares, phase 2 of the Historic Centre 1993 - 1994 1993

1998 - 1999 1998 appointment of the site Manager new itineraries in the city project: public space of Florence project: tourism and Medieval Florence sustainability Approval of the first Periodic Reporting - Monitoring and Updating of the 2006 project: medieval urban Management Plan First Cycle Updating of the 2006 Management Plan 2007 landscape Seminario Internacio- 2007 2006 (analysis: monitoring of 2008 nal de Ciudades Management Plan Belvedere Firenze the State of Conserva- Patrimonio Mundial de project: panoramic points tion of the site) la Humanidad March 2006 March on the hillsides 2011 European project: in Leon, Florence on Earth East-West Axis Nicaragua, on the theme project: the GIS system of management of the project: critical survey for First Technical Table UNESCO meeting on Periodic Reporting - The Ideas Forum for the archaeological World Heritage cities the requalification of the with the stakeholders the Periodic Reporting Second Cycle (meeting with citizens) assets (focus group: Manage- in the European (analysis: monitoring of urban landscape ment Plan involvement the State of Conserva- Hidden Conservation

May 2013 May Mediterranean Area

meetings) tion of the site) 2014 April Revealed 2008 project: video on the topic of restoration November 2013 November September 2013 September Buffer Zone 2013 project: identification of Retrospective Second Technical Third UNESCO World Commemoration of HECO - Heritage & the buffer zone of the Statement of Table with Forum on Culture the First World War COlours World Heritage site Outstanding stakeholders and the Cultural (meeting: in Edinburgh) project: open data of 2017 Universal Value (focus group: Manage- Industries architecture

July 2014 July Urban Codec June 2014 June ment Plan involvement (international forum: in Twinning of March 2015 March project: decoding the meetings) Florence) Azerbaijan-Italy October 2014 October urban area twinning project: transfer 2014 of good practices in Approval of the B2B meetings with Consultation Florence for Azerbaijan Buffer Zone by the the main stakehol- Marathon #Unite4Heritage 2009 Archeomedsites World Heritage ders (meeting: involvement of (conference and European project: transfer Heritage Impact Committee citizens and stakeholders exhibition: destruction of of good practices in World Assessment of the

July 2015 July Urban Critical Survey, in the Management Plan) the heritage)v Heritage sites in Lebanon the Squares, phase 1 Historic Centre of and Tunisia October 2015 October project: public space Florence December 2015 December November 2015 November progetto: Heritage Impact Twinning of Visitor management Assessment Announcement of the Approval of the 7th National Confe- International project: tourism Jordan-Italy results of the second Management rence of the World Academy on Sustai- twinning project: transfer Consultation Plan Heritage sites in Italy nable Development Firenze perbene of good practices in Marathon (seminar: in Turin, on the project: care for and Jordan 2018 topic of sustainability decorum of the city and management of the January 2016 January 2016 January October 2016 October sites of territories with a ATLASWH - Heritage

December 2016 December Visions of Florence UNESCO designation) in the Atlantic Area: project: video for presen- 2015 Sustainability of the CPAVO Walled Cities, open Meeting of the The recovering of art. ting the World Heritage (conference: archaeology Societies: Managing Spanish Association, Protecting culture site Inauguration of Urban World Heritage and destruction of the Historic Walls in Ciudades Patrimonio (conference: during the Piazzetta Tre Re Sites heritage in the Near East) urban World Heritage de la Humanidad G7 on culture, a project: requalification of European project: properties conference on the urban spaces sustainability in the World (conference: Siena, first 2017 March 2017 March destruction of the

January 2017 January Heritage sites of Oporto, UNESCO meeting on the heritage) December 2016 December Bordeaux, Edinburgh, topic of walled cities) Florence and Santiago de UNESCO/ICOMOS First meeting of the Walled Cities, open 1st Historical Cities Compostela Advisory Mission project Florence and Societies: Managing 3.0 Biennial Interna- the Cultural Inheri- Historic Walls in tional Conference tance of the Religious urban World Heritage (conference: in Krakow, May 2017 May properties topic: tourism) Heritage 2018 March (conference: in Šibenik, 2018 March second UNESCO December 2017 December meeting on the topic of walled cities) Meeting at the Royal Monitoring of the Scottish Academy Management Plan 2016 (meeting: in Edinburgh, topic: Scottish artists in Florence) 2018 July March 2018 March

14 Monitoring of the Management Plan ISTEMA TURI

Timeline of the Historic Centre Timeline of the Projects that have involved the of Florence, World Heritage site UNESCO Office of the Municipality of Florence

May 2013 May Mediterranean Area meetings) tion of the site) 2014 April Revealed 2008 project: video on the topic of restoration November 2013 November September 2013 September Buffer Zone 2013 project: identification of Retrospective Second Technical Third UNESCO World Commemoration of HECO - Heritage & the buffer zone of the Statement of Table with Forum on Culture the First World War COlours World Heritage site Outstanding stakeholders and the Cultural (meeting: in Edinburgh) project: open data of 2017 Universal Value (focus group: Manage- Industries architecture

Monitoring of the Management Plan 15 16 Monitoring of the Management Plan Monitoring of the Management Plan 17 WHY IS FLORENCE A WORLD HERITAGE SITE? Summary of the Statement Of Outstanding Universal Value of the Historic Centre Of Florence

1. CULTURAL CRITERIA 2.2 AUTHENTICITY Credibility requirement, therefore, it indicates whether or not the listed (I) masterpiece - creative genius property is what it claims to be

Florence is a unique artistic realiza- The setting of Florence has remained tion, an absolute chef-d’oeuvre, the unchanged throughout the centuries: fruit of continuous creation over more than six centuries. original building techniques with traditional building materials such as (II) interchange - values on “pietra forte”, “pietra serena”, developments in architecture (IV) example - type of building, plasterwork, and frescoes; architectural or technological or technology, monumental building volume and decorations; arts, town-planning or ensemble or landscape which landscape design illustrates (a) significant stage(s) in medieval roots such as its urban form human history with narrow alleyways;

Since the Quattrocento (15th Renaissance identity; Century), Florence has exerted a First-rate economic and political C predominant influence on the deve- power in Europe from the 14th to the unique Florentine handicraft;

M lopment of architecture and the 17th century; prestigious buildings in monumental arts – first in Italy, and Florence extol the munificence of the traditional shops. Y then throughout Europe. bankers and the princes. CM

MY (III) testimony - cultural tradition (VI) association - events or living CY or to a civilization which is living or traditions, with ideas, or with beliefs, CMY which has disappeared with artistic and literary works K

The Historic Centre of Florence It was in Florence that the concept of testifies in an exceptional manner to the Renaissance was forged; Florence 3. Protection and its power as a merchant-city of the is the birthplace of modern Humanism. management requirements Middle Ages and the Renaissance.

National provisions:

2.1 integritY Code for the protection and preservation Measure of the wholeness and of cultural heritage and landscape (D.lgs intactness of the heritage 42/2004), Local provisions:

Florence comprises all the elements UNESCO Office of the Municipality of necessary for expressing its Outstan- Florence (since 2005); ding Universal Value: Arnolfian walls Management Plan of the World Heritage that date to the 14th century, the site (since 2006); “quadrilatero romano,” the narrow Master Plan; streets of the medieval city, and the Structural Plan. Renaissance city, the untouched urban environment as well as the surrounding hills which provide a perfect harmonious backdrop. WHY IS FLORENCE A WORLD HERITAGE SITE? Summary of the Statement Of Outstanding Universal Value of the Historic Centre Of Florence

1. CULTURAL CRITERIA 2.2 AUTHENTICITY Credibility requirement, therefore, it indicates whether or not the listed (I) masterpiece - creative genius property is what it claims to be

National provisions:

2.1 integritY Code for the protection and preservation Measure of the wholeness and of cultural heritage and landscape (D.lgs intactness of the heritage 42/2004), Local provisions:

In order to effectively apply the Convention for the Protection of the World Cultural and Natural Heritage (1*), in 2002 the World Heritage Centre established that the inclusion of new sites on the World Heritage List had to necessarily be subject to the drawing up of a Management Plan. Therefore, in 2004 the Centre extended this obligation to the sites already included on the List, thus providing governments and local administrators with a valid tool for protecting, enhancing, and monitoring the heritage and raising public awareness.

Article 108 of the Operational Guidelines for implementation of the World Heritage Convention (2*) states that each candidate must have an appropriate Management Plan or another management system capable of specifying the methods via which the Outstanding Universal Value (3*) s preserved as well as the instruments for encouraging participation by the local community and stakeholders of the reference site.

What is a Management Plan?

It is an instrument that:

works towards the conservation and enhancement, that is, the management, of a site inscribed in the World Heritage List, in order to transmit said heritage to present and future generations;

analyses, through the involvement of various actors and stakeholders, the forces of change and the changes that take place in cultural, environmental and socio-economic terms;

promotes protection and enhancement projects coordinated and shared with the various actors operating in the area.

1* Convention for the Protection of the World Cultural and Natural Heritage The Convention for the Protection of the World Cultural and Natural Heritage was established in 1972, during the 17th session of the UNESCO General Conference. The Convention is an international agreement for the identification, protection and conservation of the World Cultural and Natural Heritage which provides for the adoption of a List that includes the assets of exceptional and universal value for the whole of humanity. The international community, and also the national and local communities are therefore called on to defend the Outstanding Universal Value of the World Heritage properties - which are increasingly threatened by destruction, not only due to traditional causes of degradation, but also to the effects of the evolution of social and economic life - in the awareness that their damage or disappearance represents a very serious loss for the whole of humanity.

Website:

20 Monitoring of the Management Plan 1. Introduction to the Management Plan 1.1. The Management Plan for World Heritage sites

Through the development of an accurate and integrated Management Plan, it is possible to: provide management tools aimed at coordinating the different interests of the various parties involved, both public and private; identify the strengths and weaknesses, opportunities and possible threats; identify the short, medium and long-term goals concerning the conservation and development, as well as innovative strategies and actions for achieving them.

For ensuring an effective management system it is necessary to have: a shared understanding of the site by all the stakeholders, as well as their involvement and coordination; a planning, implementation, monitoring, evaluation and feedback cycle; an evaluation of the vulnerabilities of the asset with monitoring of the impact of the proposed interventions; allocation of the necessary resources; capacity building; a responsible and transparent description of the management system.

2* Operational Guidelines for Implementation of the World Heritage Convention These represent a useful tool for implementation of the World Heritage Convention. In fact, they contain precise criteria for the insertion of a property on the World Heritage List, as well as those for requesting international assistance within the scope of the World Heritage Fund. The Operational Guidelines, drawn up for the first time in 1977, are periodically updated in order to reflect new concepts, knowledge or experiences. The text currently in force is that of 2017.

Sito web:

3* Outstanding Universal Value (OUV) Outstanding Universal Value is that cultural and/or natural significance which is so outstanding that it transcends national boundaries and is of shared importance for the present and future generations of all mankind. OUV represents the motivation for which every asset/site has been inscribed in the World Heritage List. In order for an asset to be considered as having Outstanding Universal Value, it must: - satisfy one or more of the Selection Criteria; - meet the Integrity and Authenticity conditions; - have an adequate Protection and Management System for guaranteeing its safeguarding

For more information consult the Operational Guidelines::

Monitoring of the Management Plan 21 1.2. The Management Plan 2016 of the Historic Centre of Florence

The second Management Plan of the Historic Centre of Florence was approved by the Municipal Council on 19 January 2016, the result of a complex process broken down into several phases:

1 The first phase is aimed at analysing the values that have motivated the inclusion of the site on the World Heritage List, the local resources, cultural and socio-economic connotations, the enhancement projects of the site in itinere and the analysis of the regulatory and planning framework. As a result, the SWOT Analysis of the site has been outlined and the Vision (4*) and Mission (5*) to be pursued defined.

2 The second phase is characterised by important moments of sharing and participation. In July 2013 and 2014, three meetings were organised, the so-called Technical Tables or Focus Groups, which saw the participation of the main institutions and stakeholders involved in the conservation and enhancement of the Florentine heritage. Instead, the participation process of the local community took place in November 2015, through the organisation of a Consultation Marathon focusing on the Management Plan of the Historic Centre of Florence.

4* Vision The Vision is the scenario that represents the desired image of the World Heritage site. The Vision shows the aspirations of the Management Plan, the ideal direction in which the World Heritage site intends to head. Like a movie camera, the Vision takes photographs and illustrates the changes in the stratified urban fabric, underscoring the importance of the everyday life of a Historic Centre that intends to remain a living, thriving and welcoming place.

Vision of the Historic Centre of Florence We are convinced that only sustainable development centred on man, mutual respect and intercultural dialogue can provide the foundation on which to build a new and more consistent vision for a living, thriving and welcoming city

For more information consult the Management Plan 2016:

5* Mission The Mission is the way in which we want to operate in order to achieve the Vision. It is therefore configured as an operational guide that specifies how it is intended to achieve the goals and therefore the resources that must be used to achieve the Vision.

Mission of the Historic Centre of Florence To preserve over time the Integrity and Authenticity of the Outstanding Universal Value, which have permitted the recognition of the property as a UNESCO World Heritage site

The Mission, in a word, the maintaining of the OUV of the Historic Centre of Florence, focuses on three key concepts: Knowing the UNESCO World Heritage site; Living the UNESCO World Heritage site in a sustainable manner; Safeguarding the Outstanding Universal Value of the UNESCO World Heritage site.

For more information consult the Management Plan 2016:

6* Criticalities of the Historic Centre of Florence identified in the Periodic Reporting and the Retrospective Statement of OUV - Conservation of the monumental and artistic heritage - Decrease in the number of residents - Flooding of the River Arno - Urban transport system and air pollution - Impact of long-term mass tourism

22 Monitoring of the Management Plan 1. INTRODUCTION TO THE MANAGEMENT PLAN 1.2. The Management Plan 2016 of the Historic Centre of Florence

3 In view of the lengthy process of analysis, retrieval of data, sharing and participation during the third phase of drawing up the Management Plan, the intervention proposals and short, medium and long-term project actions considered necessary for the maintenance of the site were identified. In this way, light was shed on the methods required to deal with the Criticalities (6*) that emerged in the Periodic Reporting (7*), compiled in February 2014 and drawn up in compliance with article 29 of the World Heritage Convention, and in the Retrospective Statement of Outstanding Universal Value (8*) of 2014 (revision of the Statement of Outstanding Universal Value (9*)).

7* Periodic Reporting Every six years, the States Parties are invited to submit a periodic report to the World Heritage Committee on the application of the World Heritage Convention, including the State of Conservation of the World Heritage sites located within their territories. Known as Periodic Reporting, it takes the form of an online questionnaire in which the implementation of the World Heritage Convention at a national level (Section I) and the State of Conservation and management of each site (Section II) are indicated. The main purpose of the Periodic Reporting is: to provide an evaluation of the application of the Convention; to verify whether the value (OUV) for which a site has been included on the World Heritage List has been preserved over time; to provide updated information about the World Heritage sites in relation to their State of Conservation and any changes thereof; to furnish a tool for the cooperation and exchange of information and experiences among the States Parties regarding the implementation of the World Heritage Convention. In order to facilitate the procedure, the UNESCO World Heritage Centre has organised the compilation of the Periodic Reporting by geographical area. For Europe, the first cycle of the Periodic Reporting was established from 2001 to 2006, the second cycle began in 2012 and ended in 2014, whereas the third cycle will take place in 2022-2024.

Website:

8* Retrospective Statement of Outstanding Universal Value The Retrospective Statement of OUV is the Statement drawn up for the properties inscribed in the World Heritage List prior to 2007, that is, the year in which the requirement to draw up the Outstanding Universal Value Statement, introduced by the Operational Guidelines in 2005, became operational.

For more information consult the following presentation:

9* Statement of Outstanding Universal Value The Statement of Outstanding Universal Value illustrates the reason why each property/site has been inscribed on the World Heritage List. This document consists of: Brief synthesis of the site; Justification for Criteria; Statement of Integrity (for all properties); Statement of Authenticity (only for cultural properties); Requirement for protection and management.

For more information consult the Operational Guidelines:

Monitoring of the Management Plan 23 1.3. The Action Plan of the Management Plan of the Historic Centre of Florence

The third phase of the Management Plan consists of the drawing up of the Action Plan (10*). The Action Plan identifies a series of projects and activities to be carried out in order to achieve the goals of the Management Plan; therefore, they define the results of the actions in terms of goals, responsible subjects and timing necessary for the implementation of the project. In other words, the Action Plan represents the main opportunity for establishing the priority actions for the site and indicates how to use the available resources, thus configuring as a useful tool for laying the foundations for site management and monitoring in the following years.

The Action Plan, and therefore the actions and activities it contains, are based on the results of the qualitative and quantitative analysis of the site context, on the involvement of the stakeholders, and on the participation processes of the local community. In fact, through the coordination and dialogue with the stakeholders of the site and the involvement of the community, various actions and strategic projects for the management of the Historic Centre of Florence have been selected and subsequently included in the Action Plan of the Management Plan.

There were two selection criteria of these actions and projects:

the Strategic Objectives of the World Heritage Convention, the “5Cs” (11*);

the Criticalities of the Historic Centre of Florence (12*) for which the project attempts to provide solutions.

In the first place, the projects are selected along the lines of the Strategic Objectives of the World Heritage Convention, in other words, the “5Cs”, in compliance with the Budapest Declaration on the World Heritage (13*) of 2002.

10* Action Plan The Action Plan is an integral part of the Management Plan and has the task of setting the goals, strategic actions and indicators according to which the success or failure of the activities identified for the conservation and enhancement of the World Heritage Site can be measured.

11* The Strategic Objectives of the World Heritage Convention, the “5 Cs” - strengthen the credibility of the World Heritage List (Credibility); - ensure the effective conservation of the properties (Conservation); - promote effective development of Capacity-building measures (Capacity building); - increase public awareness, involvement and support for World Heritage through communication (Communication); - enhance the role of communities in the implementation of the World Heritage Convention (Communities).

Website:

12* Criticalities of the Historic Centre of Florence - Congestion of the Historic Centre due to mass tourism; - Difficulties related to the conservation of such an extensive monumental heritage; - Problems concerning the urban transport system and the question of air pollution; - Danger of flooding of the River Arno and the risks connected with climate change; - Decrease in the number of residents in the Historic Centre.

For more information consult the Management Plan 2016:

24 Monitoring of the Management Plan 1. INTRODUCTION TO THE MANAGEMENT PLAN 1.3. The Action Plan of the Management Plan of the Historic Centre of Florence

The Strategic Objectives of the World Heritage Convention, the “5Cs”, clearly explain how the cultural heritage that the 1972 Conference intends to protect is not simply a product of the past, but above all, a process to be actively built, maintained in the present, and projected towards a sustainable future.

In the second place, the projects and activities identified during the participatory process become real and concrete actions aimed at restricting the criticalities affecting the site. These threats were identified during the activities of drawing up the Retrospective Statement of Outstanding Universal Value of the site and during the compilation of the Periodic Reporting of the Second Cycle, an important moment for a general evaluation of the State of Conservation of the site and for identifying the Macro Areas (14*) of intervention.

In short, the Action Plan of the Management Plan of the Historic Centre of Florence is based on two important axes: - on one hand, it intersects with the five Strategic Objectives of the World Heritage Convention "Credibility, Conservation, Capacity Building, Communication, and Communities”; - on the other, it is aimed at mitigating the five Criticalities that could interfere with the maintenance of the Outstanding Universal Value, and hence with the Integrity and Authenticity of the site.

The selected projects constitute the strategic actions of the Action Plan, which takes the form of a table. As already explained above, the projects have been identified with reference to the five Strategic Objectives of the World Heritage Convention, the "5Cs", and to the five Criticalities of the site, and is broken down according to the five Macro Areas mentioned above.

13* The Budapest Declaration on World Heritage In 2002, 30 years after the World Heritage Convention,the World Heritage Committee adopted the Budapest Declaration, set up to reflect on the successes and limits of the Convention, to establish and communicate the new strategic objectives (the “5Cs”), and to encourage new partnerships in order to promote the conservation of the World Heritage. This Declaration should therefore serve for raising awareness and supporting the World Heritage, as well as promoting new partnerships.

Website:

14* Macro Areas of the Action Plan The Macro Areas, according to which the Action Plan is broken down and the various project initiatives are organised, include: 1) Management of the tourism system; 2) Conservation and knowledge of the monumental heritage; 3) Transport system; 4) The River Arno and climate change; 5) Liveability, commerce and residence in the Historic Centre.

For more information consult the Management Plan 2016:

Monitoring of the Management Plan 25 1. INTRODUCTION TO THE MANAGEMENT PLAN 1.3. The Action Plan of the Management Plan of the Historic Centre of Florence

The following elements are indicated for each project:

Project title;

Responsibilities;

Element of the Mission the project responds to (KNOWING, LIVING, SAFEGUARDING);

Duration (short-term 0-1 year, medium-term 1-3 years and long-term 3-6 years);

Monitoring indicators (for verifying the progress of the activities);

“5Cs” (Strategic Objectives of the World Heritage Convention);

Criticalities that have an impact on the site and which the project attempts to deal with.

The choice of the project initiatives to be included in the Action Plan, in the drafting phase or already in progress, was based on the extent to which they tangibly sustain and preserve the Outstanding Universal Value of the site, their relevance to the five Strategic Objectives of the World Heritage Convention and their concrete capacity to respond to the potential emergencies which could affect the Historic Centre of Florence.

26 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.1. Monitoring the Management Plan of the World Heritage sites

The development of the Management Plan is part of a circular process which, starting from the analysis of the territory and the definition of the goals, includes the participatory, planning and drafting (Action Plan), implementation and monitoring phase, followed by a subsequent review of the Management Plan. This procedure echoes the requirements set out in Article 111 of the 2017 Operational Guidelines. The Action Plan, as outlined in the previous section, identifies the actions and strategic projects aimed at conserving and enhancing the World Heritage site. To ensure the effective implementation of the Action Plan, and therefore of the Management Plan, it is of fundamental importance to establish a monitoring system. The monitoring, which is an essential and continuous part of the management process, is used to measure and plan the changes, as it provides the necessary information for the revision, adaptation and updating of the Management Plan. The monitoring therefore measures the progress and results of the Management Plan for the purpose of providing information about what is happening in the World Heritage site and how much of the planned programme has been achieved. In other words, monitoring is the true test of the effectiveness of the management of a World Heritage site, as it measures the implementation of the Management Plan in both quantitative and qualitative terms, and therefore whether and to what extent the Outstanding Universal Value of the site is preserved. Consequently, the drawing up of the Management Plan is a necessary condition for the implementation of the protection and enhancement system of a site; however, it is not sufficient; there must also be adequate and effective monitoring tools. In fact, the key factor in the success of a Management Plan lies in the ability to identify the primary needs and actions/projects that are able to maintain and enhance the Outstanding Universal Value of the site. As a result, monitoring is configured as the most suitable instrument for containing the risk of weakening the Outstanding Universal Value. Therefore, indicators should be defined, against which to measure changes and which are able to monitor each individual Action Plan project. The data collection and reporting system must be structured on these indicators in order to allow the implementation of a revision and updating system of the Management Plan. The monitoring of the projects and evaluation of the effectiveness of the interventions included in the Action Plan consists essentially of the control of macro-emergencies and the supervision of the management process of the site itself.

28 Monitoring of the Management Plan 2.2. The Monitoring of the Management Plan of the Historic Centre of Florence

Within the scope of the Management Plan of the Historic Centre of Florence, the monitoring process of the Action Plan is broken down into two phases:

1 The first phase focuses on the verification of the compliance of the project, both with respect to the Mission of the site and the maintaining of its OUV (an assessment carried out during the selection stage of the strategic projects);

2 The second phase assesses the state of progress of the projects, by identifying the monitoring indicators and highlighting whether the project goals are being achieved within the established timeframe or not.

In short:

1 The first phase consists of the evaluation of the project and the highlighting and analysing of any criticalities/threats of the sites. This phase intends to answer the question: Does the project aim to support the site’s Outstanding Universal Value?

2 Instead, the second phase is characterised by the monitoring in itinere, the identification of the monitoring indicators, and the retrieval of the data for analysing the effectiveness of the project. This phase aims to answer the question: Is the project analysed really useful and efficient in achieving the goal initially identified? Does the design action mitigate the risk factor?

In the light of what has previously been emphasised, it is appropriate for the Action Plan to be regularly monitored by structuring the activity in two different levels:

assessment of the progress of the projects through periodic meetings with the managers and actors involved in the project;

identification of performance indicators that are increasingly more adequate and functional for the monitoring.

The Management Plan must be updated and adapted to the processes of change of the context and the specific needs that emerge over time. In addition to the actual measurability of the indicators, it is important to underscore the importance of the monitoring procedure that takes place through recurrent meetings and moments of consultation with all the stakeholders. These meetings are particularly useful for building and maintaining trust among the parties and credibility over time in relation to what is shared in the participatory processes. Ultimately, it is a matter of creating a Monitoring Evaluation model of the overall Management Plan and the specific Action Plan. This structure is based on the concepts of measurability, reliability, responsibility, transparency, and sharing with the stakeholders.

Monitoring of the Management Plan 29 2. Monitoring the Management Plan 2.2. The Monitoring of the Management Plan of the Historic Centre of Florence

For the Action Plan this ongoing monitoring entails the following:

data collection and continuous exchange of information (feasibility and measurability of the projects);

a coordinated and shared participation and evaluation process (meetings with the stakeholders and the Steering Committee).

Therefore, it is essential to establish the operating procedures to be followed so that the Site Manager can acquire all the necessary documentation for monitoring the progress of the actions and for examining new project proposals.

30 Monitoring of the Management Plan 2.3. The Monitoring process of the Management Plan of the Historic Centre of Florence

Following the process of compiling the Second Cycle of the Periodic Reporting - Europe Region, carried out in 2013, the lack of an effective monitoring mechanism for European sites was revealed. Only half of the World Heritage properties in the European Region have comprehensive monitoring programmes with specific indicators for the management of the property needs. In fact, the implementation of the monitoring and definition of the indicators is a common difficulty for the World Heritage sites, especially those regarding large-sized properties such as historic centres.

In this context, it was decided to structure the monitoring of the Management Plan of the Historic Centre of Florence based on the Policy Document for the Integration of a Sustainable Development Perspective into the Processes of the World Heritage Convention (15*) and on the Helsinki Action Plan for Europe (16*), identifying some of its actions as the general steering principles and useful tools for the implementation and for the future revision of the Management Plan of the Historic Centre of Florence. With this decision, it is our intention to contribute towards giving substance to the actions proposed by the two documents, and in particular, the following:

POLICY DOCUMENT FOR THE INTEGRATION OF A SUSTAINABLE DEVELOPMENT PERSPECTIVE INTO THE PROCESS OF THE WORLD HERITAGE CONVENTION:

1 Environmental Sustainability: for protecting biological and cultural diversity and ecosystem services and benefits; strengthening resilience to natural hazards and climate change 2 Inclusive Social Development: for contributing to inclusion and equity; enhancing the quality of life and well-being; respecting, protecting and promoting human rights; respecting, consulting and involving

15* Policy Document for the Integration of a Sustainable Development Perspective into the Processes of the World Heritage Convention On 19 November 2018, the 20th General Assembly of the States Parties to the World Heritage Convention adopted a policy on the implementation of Sustainable Development in the processes of the World Heritage Convention. The overall goal of this policy is to help States Parties, professionals, institutions, communities and networks to take advantage of the potential of the World Heritage sites in order to contribute to Sustainable Development. To this end, in implementing the Convention, States Parties should consider the dimensions of Sustainable Development: 1. Environmental Sustainability; 2. Inclusive Social Development; 3. Inclusive economic Development; 4. Fostering Peace and Security. These goals reflect the concern for “planet, people, prosperity and peace”, identified as areas of critical importance in the 2030 UN Agenda for Sustainable Development. https://whc.unesco.org/document/139747

16* Helskinki Action Plan for Europe In order to respond to the priority needs expressed by the Second Cycle of the Periodic Reporting, an Action Plan for Europe, known as the Helsinki Action Plan, was developed by the Focal Points of the European Region and perfected by the World Heritage Centre with the contribution of experts and Advisory Bodies. Intended to be implemented by the end of the Third Cycle of the Periodic Reporting, the Helsinki Action Plan is a framework for the States Parties to be able to use and adapt to their own priorities and requirements. Individual States Parties are invited to use this Action Plan at all levels to improve the implementation of the 1972 Convention and guarantee better protection, management and promotion of the World Heritage in Europe. An Excel version of the Helsinki Action Plan is available online at the following link: http://whc.unesco.org/en/eur-na/

Monitoring of the Management Plan 31 2. Monitoring the Management Plan 2.3. The Monitoring process of the Management Plan of the Historic Centre of Florence

indigenous peoples and local communities; achieving gender equality 3 Inclusive Economic Development: for ensuring growth, employment, income and livelihood; promoting economic investment and quality tourism; strengthening capacity-building, innovation and local entrepreneurship 4 Fostering Peace and Security: for ensuring conflict prevention; protecting the heritage during conflict; promoting conflict resolution; contributing to post-conflict recovery.

Helsinki Action Plan for Europe:

Action 9: Clearly identify attributes of OUV and include them as a key component of the management plan/system;

Action 13: Clarify and agree upon roles and responsibilities regarding the protection and conservation of the properties between national, regional and local authorities, involving the local communities;

Action 15: Identify monitoring indicators and establish a regular monitoring system (in particular, using the Periodic Reporting outcomes, the State of Conservation databases, as well as the existing tools on Risk Management and Sustainable Tourism, and the resource manuals on the management of cultural and natural properties of the World Heritage Centre);

Action 16: Present and interpret Periodic Reporting results and take appropriate management actions at national and site levels;

Action 17: Tailor to national and/or local needs existing World Heritage Centre technical guidance documents and Manuals on managing cultural and natural to the cultural and natural heritage;

Action 18: Before the Third Cycle of the Periodic Reporting, review and update the Management Plans to integrate the World Heritage mechanisms, or prepare them if they do not exist;

Action 19: Training Site Managers on Heritage Impact Assessment (HIA) and/or Environmental Impact Assessment (EIA);

Action 20: Promote the integration of HIAs into the EIAs European practice via the EU institutions (e.g. through the production of guidance manuals with technical support from the World Heritage Centre and the Advisory Bodies);

Action 21: Establish capacity-building system for Site Managers;

Action 22: Reinforce and/or create networks for Site Managers (national or thematic);

Action 23: Twinning/mentoring at a sub-regional, regional and/or interregional level;

Action 24: Research and knowledge exchange at a sub-regional and/ or regional level on common threats to the OUV of properties (e.g. per type of property);

32 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.3. The Monitoring process of the Management Plan of the Historic Centre of Florence

Action 25: States Parties to review and update the roles and responsibilities of Site Managers (Terms of Reference/Job Description) on the basis of general guidelines proposed by the World Heritage Centre and the Advisory bodies;

Action 26: Heritage practitioners and communities advocate to increase understanding of the key concepts and processes of the World Heritage Convention by the decision-makers at national and regional level;

Action 27: World Heritage professionals to identify and engage communities (identity mapping); and empower those communities through the formalisation of continuous processes in the management systems;

Action 28: Disseminate relevant and credible information on World Heritage;

Action 29: Prepare and distribute concise and understandable leaflets on Management Plans and systems;

Action 30: Educate and inform younger generations about the heritage, notably through: using the World Heritage in Young Hands kit; encouraging the organisation of World Heritage Youth Forum; enhancing the position of the heritage in national educational programmes; organising school projects and school days on World Heritage;

Action 34: Contribute content to the World Heritage Centre website (e.g. with good practice examples, illustrative materials, updated web links regarding properties, State Party reports on the State of Conservation, Management Plans etc.).

This list of actions represents of sort of trailblazer capable of steering and harmonising the guidelines and strategic directions for the Historic Centre of Florence with the other European World Heritage sites.

One of the actions of the Helsinki Action Plan for Europe is to define an effective and regular monitoring system in the World Heritage properties through the identification of indicators and by using the results of the Periodic Reporting (Action 15). The results of the Periodic Reporting and the revision of the Statement od Outstanding Universal Value of the Historic Centre of Florence have allowed for the identification of five Criticalities for the World Heritage site. These criticalities have been used as criteria for the selection and inclusion of strategic projects of the site in the Action Plan, and consequently also for their monitoring.

Each datasheet, referring to the project of the Action Plans that are monitored contain the following:

1 Criticalities identified by the Periodic Reporting and by the Retrospective Statement of the OUV to which the project refers (already present in the project plan of the Action Plan);

Monitoring of the Management Plan 33 The Sustainable Development Goals (SDGs)

Goal 1: End poverty in all its forms everywhere Goal 10: Reduce inequality within and among countries Goal 2: End hunger, achieve food security and improved nutrition and promote sustainable Goal 11: Make cities and human settlements agriculture inclusive, safe, resilient and sustainable

Goal 3: Ensure healthy lives and promote well- Goal 12: Ensure sustainable consumption and being for all at all ages production patterns

Goal 4: Ensure inclusive and equitable quality Goal 13: Take urgent action to combat climate education and promote lifelong learning change and its impacts opportunities for all Goal 14: Conserve and sustainably use the Goal 5: Achieve gender equality and empower all oceans, seas and marine resources for sustainable women and girls development

Goal 6: Ensure availability and sustainable Goal 15: Protect, restore and promote sustainable management of water and sanitation for all use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse Goal 7: Ensure access to affordable, reliable, land degradation and halt biodiversity loss sustainable and modern energy for all Goal 16: Promote peaceful and inclusive societies Goal 8: Promote sustained, inclusive and for sustainable development, provide access to sustainable economic growth, full and productive justice for all and build effective, accountable and employment and decent work for all inclusive institutions at all levels

Goal 9: Build resilient infrastructure, promote Goal 17: Strengthen the means of implementation inclusive and sustainable industrialization and and revitalise the Global Partnership for Sustainable foster innovation Development 2. Monitoring the Management Plan 2.3. The Monitoring process of the Management Plan of the Historic Centre of Florence

2 Strategic Objectives of the World Heritage Convention, the “5Cs” that the project complies with (already present in the project datasheet of the Action Plan);

3 Sustainable Development Goals of the 2030 Agenda (17*) that the project seeks to achieve (new criterion included in the project datasheets of the projects monitored and not present in the Management Plan 2016).

In order to monitor the progress achieved in the implementation of the Action Plan, it was decided to perform a two-yearly monitoring exercise in the form of meetings with the actors (both public and private) of the projects selected within the Management Plan. The motivation that has triggered the establishing of a biennial monitoring exercise is linked to the complexity of organising effective data collection without excessively burdening the work of all the institutions and stakeholders involved. The meetings, held from September to November 2017, saw the participation, not only of the promoters, but also of numerous other actors with central roles in the realisation of the projects and therefore in the strategic activities of the Action Plan. During the meetings, for each action, the managers of the strategic projects were able to indicate whether the project is still in progress or not and whether there is the intention and the will to keep the project active. In this case, simple, specific and quantifiable questions were asked in order to follow the progress of the project and as a result, the implementation of the Action Plan over time.

During the meetings with the various stakeholders the following questions were asked:

Are the goals and indicators of the project in line with everything envisaged and included in the Management Plan?

Have any new declinations, new goals or additional effectiveness indicators been included, or will they be added to the project?

Are there any other projects to report that are in line with the general goals of the reference Macro Area?

17* Sustainable Development Goals of the 2030 Agenda On 25 September 2015, the United Nations approved the Global Agenda and relative 17 Sustainable Development Goals (SDGs), broken down into 169 Targets to be achieved by 2030. The Sustainable Development Goals follow in the wake of the results of the Millennium Development Goals that preceded them, and they represent common goals on a series of issues that are important for development: the fight against poverty and inequality, the elimination of hunger and the fight against climate change, social and economic development. Said goals concern all countries and all individuals. The implementation of the Agenda calls for the commitment of every country, but also a strong involvement by all the components of society, from the companies to the public sector, from civil society to the philanthropic institutions, from universities and research centres to operators in the information and cultural sectors.

For more information: https://www.un.org/sustainabledevelopment/poverty/

Monitoring of the Management Plan 35 2. Monitoring the Management Plan 2.3. The Monitoring process of the Management Plan of the Historic Centre of Florence

This process allows for:

1 Understanding the state of progress of the implementation of the Action Plan;

2 Understanding whether the projects selected during the drafting of the Management Plan can still be considered strategic after two years for the conservation and enhancement of the Outstanding Universal Value of the World Heritage site;

3 Establishing useful data collection for compiling the next Periodic Reporting – Third Cycle (2022) and identifying new strategic projects for the World Heritage site to be included in the future review of the Management Plan.

A table containing the following components for each project has been shared with all the contact people and partners in the strategic projects:

Title of the project Goal (description of the project) Mission (element of the Mission the project responds to: KNOWING, LIVING, SAFEGUARDING) Sustainable Development Goals (Agenda 2030) Strategic Objectives of the World Heritage Convention, the “5Cs” Criticalities to which the project responds Responsibilities Expected results Activities Efficacy indicators Timeframe Timeline Budget (€) State of Implementation

This structure has been elaborated in order to follow the progress of the various actors and related projects and therefore the implementation of the Action Plan over time. After a careful analysis of national and international experiences, the document Status of QR implementation of the Action Plan 2012 – 2017 for the Africa Region – updated 26 May 2016 (accessible on the website: http://whc.unesco. org/document/133102) has been taken as a reference model for the development of the monitoring table of the Management Plan. The document is inherent to the application status of the Action Plan for the Africa area and, as far as it refers to an area differing from the one it belongs to, i.e. the European one, it is the only example available online and provided by the World Heritage Centre for the implementation of Action Plans on the topic of the World Heritage. The scheme is clear and effective; therefore, it has been adopted as an example to follow for structuring the action/project monitoring datasheets. The compilation of the monitoring datasheet has been carried out jointly with the direct involvement of the various actors and representatives of the project. They were asked to fill in the form and provide specific information on the progress of the project and the results achieved. The meetings with the stakeholders were useful not only for the monitoring, but also for maintaining the synergies developed during the drafting of the Management Plan, therefore considered as good opportunities for exchanging experiences and activities and reflecting on the progress made in implementing the priorities of the Management Plan.

36 Monitoring of the Management Plan 2.4. The projectS monitored

Following is the list of the 33 projects monitored, divided into the five Macro Areas, including nine new projects, identified and added during the monitoring phase.

MANAGEMENT OF THE TOURISM SYSTEM 1 TOURIST DESTINATION MONITORING CENTRE (OTD) 2 FLORENCE GREENWAY 3 STUDY OF THE LOAD CAPACITY OF THE HISTORIC CENTRE 4 THE PATH OF THE PRINCE 5 FIRENZECARD AND FIRENZECARD+

New projects identified and added during the monitoring phase: 6 DESTINATION FLORENCE 7 MOBILE ANALYTICS

CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE 8 HECO (HEritage COlours) 9 APPLICATION OF THE BUFFER ZONE 10 NUOVI UFFIZI – WORKS OF ARCHITECTURAL AND STRUCTURAL RESTORATION, FUNCTIONAL ADAPTATION WITH THE INSTALLATION OF MECHANICAL, ELECTRICAL AND SPECIAL SYSTEMS 11 GRAPHITI KOMMANDO 12 FIRENZE PERBENE 13 FLORENCE I CARE 14 FLORENCE HERITAGE

New projects identified and added during the monitoring phase: 15 HERITAGE IMPACT ASSESSMENT (HIA) 16 TOWN PLANNING REGULATIONS 17 FLORENCE AND THE CULTURAL INHERITANCE OF ITS RELIGIOUS HERITAGE 18 HERITAGE FLORENCE DATA

TRANSPORT SYSTEM 19 BIKE SHARING 2.0 (changed to: BIKE SHARING) 20 Ele.C.Tra. (changed to: E-MOBILITY) 21 LINES 2 AND 3 OF THE NEW TRAMWAY

THE RIVER ARNO AND CLIMATE CHANGE 22 FLOOD RISK MANAGEMENT PLAN (PGRA) 23 GUARDA IN FACCIA L’ALLUVIONE (FACE UP TO THE FLOOD) 24 ARNO, UN FIUME PER AMICO (YOUR FRIEND THE RIVER ARNO) 25 PROVISIONAL PLAN FOR THE HYDRAULIC RISK (PSRI) 26 CIVIL DEFENCE OF THE MUNICIPAL MUSEUMS IN EMERGENCY

LIVEABILITY, COMMERCE AND RESIDENCE IN THE HISTORIC CENTRE 27 FIRENZE VIVIBILE (LIVEABLE FLORENCE) - New measures for the protection of the Economic Activities of the World Heritage Historic Centre (changed to: REGULATION OF HISTORIC AND TRADITIONAL COMMERCIAL ACTIVITIES) 28 FIRENZE VIVIBILE (LIVEABLE FLORENCE) – Regulations for the Decorum of the World Heritage Historic Centre (changed to: MEASURES FOR ENSURING THE PROTECTION AND DECORUM OF

Monitoring of the Management Plan 37 2. Monitoring the Management Plan 2.4.The projectS monitored

THE CULTURAL HERITAGE OF THE HISTORIC CENTRE - “UNESCO REGULATION” 29 COMPLETION OF SOCIAL HOUSING IN THE FORMER MURATE COMPLEX 30 OLTRARNO PROJECT

New projects identified and added during the monitoring phase: 31 URBAN SIGNAGE 32 URBAN WASTE – Urban Strategies for Waste Management in Tourist Cities 33 ATLASWH - Heritage in the Atlantic Area: Sustainability of the Urban World Heritage Sites

38 Monitoraggio del Piano di Gestione 2.5. The monitoring datasheets

2.5.1 MANAGEMENT OF THE TOURISM SYSTEM

2.5.2 CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE

2.5.3 TRANSPORT SYSTEM

2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

2.5.5 LIVEABILITY, COMMERCE AND RESIDENCE IN THE HISTORIC CENTRE 2.5.1 MANAGEMENT OF THE TOURISM SYSTEM

Municipality of Florence – Directorate for 1. Project TOURIST DESTINATION RESPONSIBILITIES monitored MONITORING CENTRE Economic Activities and Tourism Tourism Study Centre of Florence (OTD) University of Florence

KNOWING Long-term action MISSION TIMING

GOAL The project aims to empower the local tourism networks, following the model proposed by NECSTouR, the network of European Regions for a Competitive and Sustainable Tourism, actively promoting appropriate consultation tools to ensure participatory processes related to the issues of sustainable tourism. The project intends to analyse, monitor and foster social dialogue between the City Council and sector operators in order to activate policies aimed at correct tourist destination development. The ten issues addressed in the project are: 1 impact of transport; 2 quality of life of residents and tourists; 3 quality of work; 4 expansion of the demand/supply ratio in relation to deseasonalisation; 5 protection of the cultural heritage; 6 protection of the environmental heritage; 7 protection of the destination identity; 8 reduction of the natural resources; 9 reduction of energy consumption;10 reduction and management of waste.

SUSTAINABLE DEVELOPMENT GOALS (2030 AGENDA)

CREDIBILITY MASS TOURISM STRATEGIC CRITICALITIES OBJECTIVES OF THE CONSERVATION URBAN TRANSPORT AND POLLUTION WORLD HERITAGE CAPACITY BUILDING FLOODING OF THE RIVER ARNO CONVENTION (“5Cs”) COMMUNICATION DECREASE IN RESIDENTS COMMUNITIES CONSERVATION OF MONUMENTS

1) Development of an experimental model for monitoring of sustainable tourism in Tuscany that will contribute EXPECTED RESULTS to the construction of a coordinated information platform among the European regions that subscribed to the “Agenda for Sustainable and Competitive European Tourism” in 2007. This later became the NECSTouR, network, aimed at improving the exchange of collaborative experiences between tourism and other related sectors 2) Creation of a system of sustainable tourism indicators 3) Establishing of an authentic permanent Monitoring Centre, in the form of an operational instrument at the service of the City Council and private operators, capable of evaluating and steering the territorial incoming tourism system, with particular focus on sustainability aspects and the capacity to compete on the tourism market 4) Structuring of an organisational model that can quickly redefine the procedures and methods in line with the changing market, the appearance of new phenomena, and the need to identify new sources of information capable of compensating the lack of data

Periodic monitoring and Creation of a Management ACTIVITIES EFFICACY estimation of the monthly tourist INDICATORS Plan of the indicators flows in the city of Florence related to the reference themes 1/1 Monitoring of the expected trends of the tourism market Periodic updating Permanent Monitoring Centre (monthly) of the Florence on the studies and news Dashboard platform regarding the tourism image of the city of Florence Periodic and ongoing updating Number of of the Florence Dashboard administrations platform involved

40 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.1 MANAGEMENT OF THE TOURISM SYSTEM

TIMELINE The project was started up in 2012, the year in which the commencement of the activities was TOURIST DESTINA- formalised between the Municipality of Florence and the Tuscan Regional Authority. TION MONITORING CENTRE (OTD)

Signing of the Memorandum of Understanding between the Municipality and the research body (Meeting 2012 with the Mayor, the Counsellor for Tourism, the administrative staff of the Municipality for defining the contents of the research and the financial agreement)

Memorandum of Understanding between the Municipality of Florence and the stakeholders, formalised by means of a resolution of the manager of the sector

Drawing up of documents to support the identification of the members of the steering panel and guidelines for their identification

Drafting of the regulations of the operation of the Tourism Destination Monitoring Centre

Model of the indicators related to the profile of the destination

Model of the sustainability indicators

Model of the specific indicators regarding the theme of urban parks

Model of exploiting the new data sources, open data and linked data

Drafting of the Memorandum of Understanding between the Municipality and the stakeholders/partners in 2013 the Tourism Destination Monitoring Centre Preparation of the self-candidature model for appointing the members of the steering panel

General guidelines for training members of the steering panel distinguishing between the members of the generalist panel and the members of the panel dedicated to the park theme

Drafting of the regulations of the operation of the Tourism Destination Monitoring Centre and the reference organisational model

Meetings with the steering panel of the three destinations, Florence, Scandicci and Campi Bisenzio (meeting in September 2013 with all the local actors for the presentation of the results achieved with the Tourism Destination Monitoring Centre project and the activities to be planned in the second phase of the Tourism Destination Monitoring Centre)

Collection of the material and information necessary for studying the tourism profile of the Cascine Park

Collection of the quantitative data regarding the tourist flows and the accommodation of Florence from 2000 Processing of a questionnaire administered by email to the stakeholders of the Cascine Park for obtaining their opinion about the strengths and weaknesses of the Park and identifying any possible actions and policies for favouring its tourism development. Subsequent analysis and representation of the results in a summary report

Processing of the SWOT Analysis for the Cascine Park and the strategic development plan

More specifically, the activities in the field of social dialogue carried out in each municipality (Florence, Campi Bisenzio, Scandicci) included the following:

Collection of the material and information necessary for studying the tourism profile of the destinations: qualitative and quantitative information on tourist flows and accommodation in the period from 2000 to 2012 (+ first six months of 2013)

Processing of a questionnaire administered by email to the stakeholders of the Cascine Park for obtaining their opinion about the strengths and weaknesses of the Park and identifying any possible actions and policies for favouring its tourism development. Subsequent analysis and representation of the results in a summary report

Data analysis, processing of the SWOT Analysis and proposal of a strategic development plan at the destination level

Support in the identification of the municipal manager for the operation of the Tourism Destination Monitoring Centre

Support for the selection of the members to be included on the permanent technical panel

Drawing up of the final presentation concerning the results of the project and relative presentation to the local stakeholders

Specific activities for the Municipality of Florence:

Study of the Cascine Park: Collection of the material and information to support the study of the tourism profile of the Cascine Park; interviews conducted with the park actors; report on the Cascine Park

Meetings with the stakeholders and the local administration

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Setting up of an IT system 2014 Identification of the destination indicators

Measuring of the performance of the territory The indicators identified were divided into 10 broad categories:1 transport, 2 quality of life of the residents, 3 quality of work, 4 expansion of the supply/demand ratio with respect to the seasonal adjustment goal, 5 active protection of the Cultural Heritage,6 active protection of the environmental heritage,7 active protection of the identities of the destinations,8 decrease and optimisation of the use of natural resources with particular reference to water,9 decrease and optimisation of energy consumption,10 reduction and management of waste

Support for updating and expanding the data 2015 Support for updating the self-evaluation of the destination

Support for updating the documents: Programming document of the Interventions for Sustainable Development (DPSS), Document for the Collection and Analysis of Knowledge (DRAC), Document for Measuring the Management Indicators (DMIG)

Support for the animation of the Steering Committee

Support for the social dialogue with the stakeholders and local operators

Definition of a research model, with systematisation of data on the Dashboard organised in collaboration with 2016 Connectis, aimed at measuring the real tourism phenomenon present in the Municipality of Florence

Estimates on a spot-check basis of official monthly tourist flows (from January to August 2017) 2017 Estimates on a spot-check basis of tourist flows related to Easter holidays and the summer quarter

Analysis of occupancy rates resulting from several portals (booking.com) in periods of high tourist intensity (Easter, spring long-weekends, June 2 and August 15)

Forecasting/final surveys of a sample of accommodations on the trend of tourist flows (Easter and Summer 2017)

Periodic updating of the Florence Dashboard platform with data relating to: - Official arrivals and overnightstays - Spot-check estimates of the flows - Consistency of the accommodation offer - Occupation rates of number of beds - Percentage of occupation of hotel rooms, Revenue per available room (REVPAR) indicators and Average Daily Range (ADR) (source: AICA) - Hotel Price Index (source: Trivago) - Number of permits issued for entry of tourist coaches into the city - Presences at the Tourist Information Offices of the city - Visitors to the Civil and State Museums - Number of passengers arriving at/departing from the Florence Airport - News published on the web regarding the positioning of Florence on the tourist markets

Updating of the data of the Florence Dashboard platform during the first months of 2018 2018 Expansion of the estimates based on the sample of official monthly tourist flows to the 18 municipalities of - the Florence Tourist Area and Florentine Area 2019 Based on new Regional Law no. 24 dated 18 May 2018 “Provisions concerning the tourism organisational system, incoming structures, tourist locations and professions. Amended by Regional Law 86/2016”, approval and signing by the Area municipalities of the Convention for the associated management of the intra- municipal tourist reception and information function

Definition of the Convention with Toscana Promozione Turistica and the operative agreement with the Fondazione Sistema Toscana

Organisation and activation of the Tourism Destination Monitoring Centre

Updating and presentation of the work on the economic impact of tourism in Florence, carried out together with the Chamber of Commerce of Florence

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Updating of the Florence Dashboard 2020 - Drawing up of statistical datasheets on an annual basis 2021

€ 145,000 BUDGET

€ 15,000 For the 2018 annuity including the analysis of the flows in the city of Florence and in the 18 municipalities in the sector.

Creation of a Management Plan STATE OF EFFICACY INDICATORS: IMPLEMENTATION of the indicators related to the reference themes 1/1: the project revealed a total of 30 indicators in 2014 With the new Regional Law no. 24 dated 18 May 2018 "Provisions on the organisational Periodic updating (monthly) of the system of tourism, incoming structures, tourist FLORENCE DASHBOARD PLATFORM: the locations and professions. A new concept has Dashboard shows the data from been inserted in the Amendments to Regional 2014 to 2017 and the first months of Law 86/2016": to stipulate the convention for the 2018 combined management of the tourist reception and information function (only one for each area) Number of administrations the participation of the majority of the entities involved: the administration included therein is required. currently involved in the The obligations for the exercise of the combined Dashboard is the Municipality tourist reception and information function are as of Florence; while the 18 follows: the definition of a convention with Toscana municipalities of the Tourist Promozione Turistica for promotional activities; Area (Florence and the Florentine the realisation of the connection with the regional Area) are involved in the monthly computer platform (Fondazione Sistema Toscana) monitoring for the Web and Social actions; the comparison and measurement of tourism-related phenomena of tourist activities in the destination territories through the OTD (Tourism Destination Monitoring Centre) as a tool for social dialogue.

Some of the data of the official accomodation facilities related to the World Heritage Area, Historic Centre of Florence (data from 2017):

GROUPING TOTAL STRUCTURES TOTAL ROOMS TOTAL BEDS Hotels 298 9842 22314 Non-hotels 634 3548 8167 Non-professional 108 248 527 Guesthouses 384 1579 3122 Private holiday homes 17 305 567 Vacation homes 156 586 1428 Hostels 8 368 1231 Residences 12 284 647 Vintage residences 57 426 1172

GROUPING TOTAL STRUCTURES TOTAL ROOMS TOTAL BEDS 1 32 309 646 2 61 867 1916 3 115 2882 6483 4 77 4855 10675 5 13 929 2594

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Fondazione Parchi Monumentali Bardini e 2. Project florence GREENWAY RESPONSIBILITIES monitored Peyron Heritage_CITYlab (joint laboratory of the UNESCO Office of the Municipality of Florence and the University of Florence) Municipality of Florence – Tourism Department, Directorate for Economic Activities and Tourism, Directorate of Culture and Sport, Department and Directorate of the Environment, UNESCO Office Fondazione CR Firenze Uffizi Gallery

KNOWING – LIVING Long-term action MISSION Timing

Conceived to create a 15-km tourist-cultural itinerary in the Oltrarno area of Florence within the UNESCO World GOAL Heritage site. The Greenway project is intended to complete the already existing route consisting of three separate itineraries passing through gardens that belong to different institutions: the Bardini Garden (Fondazione Cassa di Risparmio di Firenze), the Boboli Gardens (Uffizi Gallery), and the Bobolino Garden (Municipality of Florence) with a view to enhancing knowledge of this unique route winding through the hills of the Florentine Oltrarno district. The project begins with the drafting of a Masterplan of theGreenway which includes the Viale dei Colli, the ramps and the Bobolino garden. Furthermore, the Villa di Poggio Imperiale, part of the World Heritage site “Medici Villas and Gardens in Tuscany”, can be a central part of the itinerary. The project action is aimed at specific operations of maintenance and restoration, the creation of a specific signage system and the production of both paper and electronic information tools.

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

CREDIBILITY MASS TOURISM STRATEGIC CRITICALITIES OBJECTIVES OF CONSERVATION URBAN TRANSPORT AND POLLUTION THE WORLD CAPACITY BUILDING FLOODING OF THE RIVER ARNO HERITAGE CONVENTION (“5Cs”) COMMUNICATION DECREASE IN RESIDENTS COMMUNITIES CONSERVATION OF MONUMENTS

EXPECTED RESULTS 1) To offer citizens and visitors a new itinerary that is an urban walk and at the same time, a journey through parks and gardens, a valid alternative to the traditional routes through the historic centre and the tourist concentrations along the classical Palazzo Vecchio-Palazzo Pitti museum itinerary as well as being a new offer that entails the tourist development of the Oltrarno district 2) To produce wayfinding signage

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To formalise, with a Memorandum of To establish signage indicating the itinerary ACTIVITIES Understanding and integrated ticketing, an itinerary through the gardens belonging To restore the constituent elements of the to various institutions: the Bardini Garden Greenway (Fondazione CR Firenze), the Boboli Gardens (Uffizi Gallery) and the Bobolino Garden (Municipality of Florence)

To disseminate and promote the itinerary through technical meetings as well as presentation at trade fairs and communication on the internet sites of Firenze Turismo, Destination Florence, Villa Bardini, Uffizi Gallery etc.

Restoration and enhancement of Integrated tickets 2/2 EFFICACY INDICATORS the constituent elements of the Greenway Creation of the signage project 1/1

Signing of the Memorandum of Promotional activities of the Understanding 1/1 itinerary and creation of the Greenway guidebook 2/2

TIMELINE FLORENCE GREENWAY

11 March 2011: UIA - Union International des Architectes Seminar on Viale dei Colli organised by Mariachiara 2011 Pozzana

Publication of the Masterplan 2014 2014: Cescot Course on the restoration of historic gardens 170 hours (organised by Mariachiara Pozzana) – survey of the Boboli gardens

Installation of 6 benches and 6 picnic tables inside the Garden of the Royal Stables of Porta Romana, funded 2015 by the Chamber of Commerce

23 March 2016: Presentation of the Masterplan at Villa Bardini 2016

Conservation and rehabilitation of the Boboli Gardens by the Environmental Department (from 3 July 2017 2017 to 14 August 2017): paths and internal areas, hedges and bushes. Particular attention was paid to the killing and eradication of weeds growing over the slopes. The interventions carried out: restoration of paths with stabiliser gravel and crushed stones on the surface for 9,630 square metres; cleaning and restoration of 2,100 square metres; pruning of hedges and bushes for 3,860 square metres; cleaning of bracings, wells and drains, sewage systems; restoration of the water cycle in the grotto fountain

31 October 2017: meeting with the actors of the Greenway and the Counsellor for Tourism

18 April 2017: presentation of the Greenway during the International Day for Monuments and Sites - “Cultural Heritage & Sustainable Tourism”

22- 25 May 2017: presentation of the project during the UNESCO/ICOMOS Advisory Mission in Florence

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First development of the guidebook draft: Fondazione CR Firenze 2016/2017 2017 Signage: Identification and geo-referencing of the locations, development and translation into English of the historical description (as part of the project for the new signing in the City of Florence)

Cleaning operations of the Garden of the Royal Stables of Porta Romana conducted by Alia

Cleaning operations of the Garden of the Royal Stables of Porta Romana conducted by Alia 2018 14 March 2018: meeting between the UNESCO Office of the Municipality of Florence and Directorate for Tourism and the Administrative Coordination with the Uffizi Gallery

Restoration of the ramps with funding by the Fondazione CR Firenze (July 2018)

Strengthening of maintenance, increase of the vigilance and activity of education on decorum for the Garden of the Royal Stables and reactivation of the convention between the Municipality, the Uffizi Gallery and the State Property Department

Agreement for the Enhancement of Forte of Belvedere

Acquisition of the Forte by the Municipality at the end of 2018

Creation of a guidebook of the itinerary in printed form and accessible online, available in 4 languages 2019 (Italian, English, French and German) and which also incorporates the EnjoyRespectFlorence campaign, to be disseminated at trade fairs and on the webistes of Firenze Turismo, Destination Florence, Villa Bardini, the Uffizi Gallery etc.

Signing of the Memorandum of Understanding

Installation of the signage

Restoration of the elements of the itinerary 2020 - Increase in services in the Oltrarno area 2021 Ongoing promotion of the guidebook

€ 10,000 BUDGET Development of the guidebook € 1,600,000 Restoration of the ramps with funding by the Fondazione CR Firenze € 40,000 Restructuring and preservation operations in the Boboli Gardens

February 2018 the Enhancement Agreement STATE OF EFFICACY INDICATORS: IMPLEMENTATION for Forte Belvedere was signed which foresees its acquisition by the Municipality of Florence at the end of 2018 (as currently belonging to For the time being, the project has envisaged the the State Property Department). creation of a guidebook draft of the itinerary by the Fondazione CR Firenze, the organisation of Restoration and enhancement of various informative meetings, and the presentation the constituent elements of the of the Greenway project by Architect Maria Greenway: Boboli Gardens (2017) Chiara Pozzana. Despite the meetings organised among the various institutions, the signing of a Signing of the Memorandum of Memorandum of Understanding is not currently Understanding 0/1 among the priorities of the institutions involved. There is an integrated ticket between the Boboli Integrated tickets 1/2 Gardens and Villa Bardini, which does not include either Forte Belvedere or the Stefano Bardini Creation of the signage project 0/1 Museum. Starting from 1 December 2017, the Bardini Gardens have been opened free of charge Promotional activities of the for residents in the Metropolitan City of Florence itinerary and creation of the and the provinces of Arezzo and Grosseto. In Greenway guidebook 1/2

46 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.1 MANAGEMENT OF THE TOURISM SYSTEM

3. Project STUDY ON THE LOAD RESPONSIBILITIES Municipality of Florence - UNESCO Office monitored CAPACITY OF THE CIRT Inter-university Research Centre on HISTORIC CENTRE Tourism (Universities of Florence, Pisa, Siena) DISEI Department of Economic and Business Sciences (University of Florence) Heritage_CITYlab (joint laboratory of the Municipality of Florence and the University of Florence)

KNOWING Medium-term action MISSION Timing

The impact of mass tourism in the long term has been identified as a threat to the integrity of the World Heritage GOAL site, the Historic Centre of Florence. The continuous pressure of tourist flows could have negative social, cultural, economic and environmental consequences, therefore, it has been considered appropriate to carry out a study to understand how and when the tourist carrying capacity will be exceeded, that is, the anthropic point of saturation of the site beyond which its environmental, physical, economic, socio-cultural and quality characteristics and the visitor experience may be compromised. The project aims to define a set of indicators of the specific tourist carrying capacity for the Historic Centre of Florence: a strategic tool for local administrators capable of providing guidelines for monitoring and controlling the thresholds of attention with respect to which it will be possible to define tourism management policies oriented towards sustainability.

In addition to identifying the metric of the carrying capacity applicable to the Historic Centre of the city, the project aims to activate pilot tests to find alternative routes for decongesting the areas with the greatest tourist flow in the World Heritage site. In line with the models envisaged by UNESCO and the international best practices, in fact, area decongestion initiatives will be activated that allow for redistribution of flows away from the areas with high congestion to bordering areas with low concentrations of tourism, as well as decongesting initiatives of specific sites for the purpose of diluting flows over time. With a view to assessing the interventions that will be implemented in order to make the Florentine Historic Centre more sustainable, special emphasis will be paid to the strengthening of the adoption of responsible tourism behaviours. Referring to a target segment, the project will analyse the behaviour of tourists and excursionists visiting the Historic Centre and plan, in collaboration with the UNESCO Office of the Municipality and the Steering Committee, a Charter of the Tourists to the site, that is, a checklist that expresses the main standards issued by the World Tourism Organisation (UNWTO) and the Global Sustainable Tourism Council (GSTs) for the verification of ethical behaviour.

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Measurement of the state of “tourist pressure” and sensitivity of the pilot tests for relief of congestion EXPECTED RESULTS

2) Assessment of the actions aimed at ensuring sustainability of the site, maintaining the balance between the assets on offer and the conservation of the non-renewable resources to ensure that they do not deteriorate

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PHASE 1 - Planning of the carrying capacity virtual landscape ACTIVITIES of the Historic Centre, World Heritage site - Recognition of the resources/sites PHASE 3 - Solutions and strategies for - Profiling of the tourists/visitors decongesting the Historic Centre according - Identification of the dimensions of the to a shared approach in line with the Charter local development, subject of the measuring of obligations of tourists - Selection of a series of sustainability - Strategic coordination of the Steering indicators Committee of the World Heritage site - Defining of the sustainability thresholds - The Charter of obligations of tourists according to the UNWTO protocol PHASE 2 - Territorial Information System - Decongestion tests - Analysis of the territorial context - Design and implementation of the online Territorial Information System - Interpretation of the data relating to the

Number of sites/resources of the Number of meetings with the EFFICACY INDICATORS World Heritage site where the operators for performing the pilot pressure must be measured tests of the project

Number of indicators to be selected Selection of the decongestion for measuring the sustainability initiatives declined in all its dimensions

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TIMELINE STUDY ON THE LOAD CAPACITY OF THE HISTORIC CENTRE

2017 Mapping of the sites and the resources in the Historic Centre Drawing up of the report of all the ETIS indicators and OTD indicators; initial selection of the indicators considered interesting for the purposes of the analysis; contact with the Municipality offices for an initial verification of the data collection; data collection; first recognition and identification of new indicators; reclassification of the indicators based on the sustainability dimensions

Strategic coordination of the Steering Committee of the World Heritage site

Study of alternative decongestion methods; identification of traceability actions; identification of communication initiatives

2018 Possible application of the study to other sites of interest - Measuring; data analysis and identification of the sustainability thresholds; data survey and verification of any 2019 deviations

Organisation of the focus groups; drawing up of a summary report of the topics addressed with the processing of a strategy grid for encouraging the improvement of the sustainability of the Historic Centre

Study of alternative methods of decongestion; identification of traceability actions; identification of communication initiatives

2020 Dissemination of the results of the study - Participation in conferences 2021

€ 100,000 BUDGET

2 sites/resources of the World STATE OF EFFICACY INDICATORS: IMPLEMENTATION Heritage site where the pressure must be measured

50 indicators selected for It must be noted that the project has just been measuring the sustainability commenced and therefore the activities are declined in all its dimensions currently being implemented. 2 meetings with the operators for performing the pilot tests of the project

Selection of the decongestion initiatives: Opera del Duomo for the decongestion of the site; Uffizi-Boboli-Pitti (GREENWAY) for decongestion of the area

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4. Project THE PATH OF RESPONSIBILITIES Uffizi Gallery monitored THE PRINCE Municipality of Florence - UNESCO Office

GOAL The working group has presented a proposed agreement for the enjoyment and enhancement of the secret route known as the “Path of the Prince”. The itinerary links the three buildings that were of foremost importance during the sovereignity of Cosimo I, unwinding from Palazzo Vecchio, through the Uffizi Gallery and the Vasari Corridor, to the Pitti Palace and the Boboli Gardens. The reopening project, included in the 2006 Management Plan for the site, was temporarily experimented between 14 April and 30 June 2010.

KNOWING – LIVING Medium-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

STRATEGIC CREDIBILITY CRITICALITIES MASS TOURISM OBJECTIVES OF THE WORLD CONSERVATION URBAN TRANSPORT AND POLLUTION HERITAGE CAPACITY BUILDING FLOODING OF THE RIVER ARNO CONVENTION (“5Cs”) COMMUNICATION DECREASE IN RESIDENTS COMMUNITIES CONSERVATION OF MONUMENTS

1) To allow visitors to enjoy a historical and artistic itinerary of the greatest interest EXPECTED RESULTS

2) To confirm the desire for collaboration between the institutions and tourism operators within the territory

The project consists of the fruition and Cultural Heritage and Landscape of Tuscany. ACTIVITIES enhancement of the itinerary known as Within the Florence Heritage project, a the Path of the Prince that winds through platform related to historical-artistic routes Palazzo Vecchio, the Uffizi Gallery, the and itineraries in the Historic Centre, an Vasari Corridor, Palazzo Pitti and the itinerary has been developed on the Path of Boboli Gardens. The Path of the Prince was the Prince. For this reason, a special artbook opened to the public from 1997 until 2003 has been created, currently downloadable and then reopened in 2010. The initiative at the following link: http://www. was promoted by the former Special firenzepatrimoniomondiale.it/wp-content/ Superintendency for the Historical, Artistic uploads/2015/12/Il-percorso-del-Principe. and Ethno-anthropological Heritage, by the pdf Polo Museale of the city of Florence and by the Municipality of Florence - Musei Civici In addition, during the 2017/2018 school Fiorentini, in collaboration with Firenze year, the Uscio e Bottega didactic activity Musei, following a series of enhancement was experimented, carried out by the Mus.E agreements involving the Tuscan Regional association in collaboration with the Uffizi Authority and the Regional Secretary for Gallery and the Municipality of Florence

Creation of the Path of the opening the overpass between EFFICACY INDICATORS Prince 1/1 Palazzo Vecchio and the Uffizi 1/1

Defining of a system for visiting Number of classes each year the Vasari Corridor by May 2019 involved in the Uscio e Bottega educational activity that Renewal of the agreement crosses through the overpass between the Uffizi Gallery and between Palazzo Vecchio and the the Municipality of Florence for Uffizi

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23 March 2016: Presentation of the Masterplan at Villa Bardinicqua TIMELINE THE PATH OF THE PRINCE

From 1997 to 2003 opening of the Path of the Prince SINCE 1997 From 14 April to 7 July 2010 the Path of the Prince was reopened

In 2010: an average of 12 openings a month (Wednesdays, Thursdays, Fridays).

Between November 2017 and May 2018 approximately 18 classes took part in the Uscio e Bottega activity 2018 Project for opening the overpass between Palazzo Vecchio and the Uffizi Gallery from 5 July 2017 until 14 - January 2018 2019 The Path of the Prince is currently closed

Renewal of the Agreement for the opening of the Palazzo Vecchio-Uffizi overpass between the Uffizi Gallery and the Municipality of Florence by 2018

New fruition system of the Uffizi Gallery

No activities scheduled 2020 - 2021

Self-supported project thanks to the sale of tickets for the visits BUDGET

Creation of the Path of the Prince STATE OF EFFICACY INDICATORS: IMPLEMENTATION 1/1: the itinerary was created and open to the public from 1997 to 2003 and then again in 2010. It is not currently open to the public The project as it was conceived in the previous years, appears to be no longer feasible. In 2017 Defining of a system for visiting the didactic activity Uscio e Bottega was started up the Vasari Corridor by May 2019: which allowed the primary school classes to take currently being defined the overpass between Palazzo Vecchio and Uffizi. From 5 July 2017 to 14 January 2018 the overpass Renewal of the agreement between Palazzo Vecchio and the Uffizi was opened. between the Uffizi Gallery and In 2019 a new system for visiting is planned for the the Municipality of Florence for Uffizi Gallery (Uffizi Gallery, Vasari Corridor, Palazzo opening the overpass between Pitti and Boboli Gardens). Therefore, it is suggested Palazzo Vecchio and the Uffizi 0/1 that this project be included in the future review of the Management Plan. 18 classes involved in the Uscio e Bottega educational activity that crosses through the overpass between Palazzo Vecchio and the Uffizi

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Municipality of Florence – Directorate of 5. Project FIRENZECARD And RESPONSIBILITIES monitored FIRENZECARD+ Culture and Sport, Directorate of Economic Activities and Tourism Linea Municipality S.p.A. Ministry for Cultural Heritage and Activities and Tourism Metropolitan City of Florence Chamber of Commerce of Florence

FirenzeCard is the official pass for the museums of the city of Florence. The project was conceived to offer an GOAL integrated system of cultural services that permits the visit to 72 museums, cultural Monuments, villas and historic gardens, enjoying priority access. The card lasts for 72 hours from its first use and costs €85.00. It is valid for visits to all the permanent museum collections as well as exhibitions and all the other activities organised in the museums belonging to the circuit, offering priority access with no booking required. The FirenzeCard+, is an extra pass for transport services and products offered by the local economic operators.

KNOWING – LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) The laying of the foundations of a city museum system which, having overcome the difficulties posed by the EXPECTED RESULTS different ownership of the Florentine museums, can succeed in achieving a unified identity 2) Start-up of a redistribution of tourist flows by directing visitors to less crowded museums 3) The providing of Florentine museums with tools that put it on a par with the other great European cities of art

Promotion of the FirenzeCard as Number of museums present ACTIVITIES EFFICACY the official museum pass of the INDICATORS in the FirenzeCard circuit/ City of Florence Number of museums in the Metropolitan City Promotion of the FirenzeCard+ as the additional pass that Number of FirenzeCards allows for free use of city sold transport and other commercial offers Number of entrances with the FirenzeCard per annum Analysis of the data relating to the Card Number of FirenzeCard+ sold Updating of the FirenzeCard to the technological developments Number of new FirenzeCard+ in the IT field partnerships

Creation of thematic itineraries increasingly more able to meet the needs of visitors

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TIMELINE FIRENZE CARD AND FIRENZE CARD+

SINCE 2011 Number of museums in the circuit: Number of entrances with the FirenzeCard: 2011 – 2012: 33 2011: 160,409 2013 – 2014: 59 2012: 364,319 2015: 67 2013: 701,088 2014: 657,524 Number of FirenzeCards sold: 2015: 738,565 2011: 24,152 2012: 63,028 2013: 89,077 2014: 84,530 2015: 102,186

2016 Number of museums in the circuit: Number of FirenzeCards+ sold: 2016 - 2017: 72 2016: 10,235 - 2017: 12,098 2017 Number of FirenzeCards sold: 2016: 107,040 Number of FirenzeCard+ partnerships: 2017: 121,758 2016: 7 2017: 19 Number of entries with the FirenzeCard: 2016: 788,755 2017: 887,297

2018 New website - Improvement of the E-commerce 2019 App that has made the FirenzeCard and FirenzeCard+ digital, a service that has been in operation since 2 May 2018

Rise in cost of the Card: from €72 to €85 (since June 2018)

2020 Increase in validity from 3 to 5 days. The time extension will have an additional cost. - 2021

€ 1,200,000 BUDGET Development and management costs

72 museums present in the STATE OF EFFICACY INDICATORS: IMPLEMENTATION FirenzeCard circuit/134 museums in the Metropolitan City

121,758 FirenzeCards sold The FirenzeCard project has been active since 2011, while the FirenzeCard+, since 2015/2016. 887,297 admissions with The FirenzeCard has achieved great success and in FirenzeCard per annum the future will be subjected to new setups such as the possible increase in the time duration. Some 12,098 FirenzeCard+ sold criticalities related to changes in entry fees may occur in several museums in the circuit. 11 new FirenzeCard+ partnerships compared to 2016

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Florence Convention & Visitors Bureau 6. NEW PROJECT TO DESTINATION RESPONSIBILITIES BE INCORPORATED IN FLORENCE Municipality of Florence – Directorate of THE REVIEW OF THE Economic Activities and Tourism MANAGEMENT PLAN

The Destination Florence project, implemented by the Firenze Convention & Visitors Bureau in partnership with the GOAL Municipality of Florence, is a project dedicated entirely to leisure tourism, namely the governance of operators and tourist flows, the promotion of the destination Florence as a destination for quality tourism, and the sale of tourism services.

KNOWING – LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) An increase in the average stay thanks to a detailed offer that also makes places attractive that are currently EXPECTED RESULTS out of reach of tourists due to lack of information, including the Florentine Metropolitan Area 2) The intercepting of tourists coming from emerging countries 3) Expansion and diversification of the offer via the promotion of quality and lesser known tourist products, especially those museums that fail to reach the tour operators who promote the destination. For this reason, museums of extraordinary beauty today achieve an insufficient performance. In particular, thanks to the project, space will also be given to the Metropolitan Area and to all the territories that will be directly promoted by the platform 4) The creation of an official portal of the destination Florence, understood in the broader senseasthe Metropolitan Area, which enhances the culture, monuments, locations for events and more generally, the services of the city, making them usable in a simple, efficient and effective way

The main activities that Number of meetings with ACTIVITIES EFFICACY will be carried out are of a INDICATORS the operators in the sector digital nature, meaning that and all public and private intensive web marketing and subjects who take part positioning activities will be in the platform, both as performed together with a “merchants” and partners strong promotion on the social channels Number of hotels present on the platform = at least Various business-to-business 60 (b2b) promotional activities are also planned on foreign markets Number of tour operators and tourist packages proposed = at least 9 with 10 packages

54 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.1 MANAGEMENT OF THE TOURISM SYSTEM

TIMELINE DESTINATION FLORENCE

The activities carried out in these two years have been preparatory to the creation of the platform. There has 2016 been an increase in the number of members associated with the "leisure" tourism world and the closure of - commercial agreements with the subjects involved in the sale of services and products. 2017

2018 will be the year of the real launching of the platform, the year during which the products on sale will 2018 be continuously implemented and the web marketing activities strengthened. It is estimated that a total of 2000 visitors will be reached each day. During 2018 and 2019 numerous b2b promotional activities will be - undertaken, hosting important promotional events in the territory that will allow for showing the destination 2019 to qualified buyers. During 2018 attempts will be made to acquire an artificial intelligence system that allows for sending suggestions and notifications to visitors in the city in order to steer them in their choices and visits to those less visited sited. 2019 will also be the year of the Welcome Chinese certification that will open the doors of the Chinese market. The platform will be translated into at least 6 languages.

Continuous implementation of products and technologies related to online sales through the platform 2020 - Opening of new markets through b2b promotional actions 2021

€ 130,000 ca. BUDGET Construction of the platform

€ 150,000 Annual investments in web marketing activities; through sponsorships and fundraising activities, web marketing investments will continue to increase significantly

10 meetings with the operators STATE OF EFFICACY INDICATORS: IMPLEMENTATION in the sector and all public and private subjects that take part in the platform, both as “MERCHANTS” and partners The platform has been online since 31 July 2017 with a beta version dedicated only to tourist 57 hotels present on the platform information; from 30 November 2017 the platform has been online with a product cart. 9 tour operators and 144 tours

Monitoring of the Management Plan 55 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.1 MANAGEMENT OF THE TOURISM SYSTEM

Municipality of Florence – Directorate of 7. NEW PROJECT TO MOBILE ANALYTICS RESPONSIBILITIES BE INCORPORATED IN IT systems, Directorate General for the THE REVIEW OF THE Statistics and Toponymy Service MANAGEMENT PLAN

The project consists of the acquisition of data deriving from the telephone traffic of two of the main telephone GOAL operators in Italy, in order to integrate the information already available on tourism and on the use of the city by the city users. This is an absolute novelty since similar experiences are not known at a municipal level, but only a few of them at a wider territorial level.

KNOWING – LIVING Medium-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Analysis of Florence entry flows, using profiles identified to estimate unregistered presences which arenot EXPECTED RESULTS identified by other administrative sources and/or statistics 2) Analysis of the flows on occasion of major events that have an impact on the city

Preliminary analysis by ACTIVITIES Verification of the quality of the EFFICACY INDICATORS 30/09/2017 data received Final analysis by 31/12/2017 Comparison with suppliers and requests for integration

Initial data analysis

Dissemination of the analysis results

TIMELINE MOBILE ANALYTICS

Acquisition of the data 2016

First analyses and dissemination of the first data elaborations 2017 Dissemination of the initial data within the context of the Wired Next Festival (29 September – 1 October 2017)

Data elaborations to support the administrative and programming activities of the Municipality

56 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.1 MANAGEMENT OF THE TOURISM SYSTEM

Dissemination of the second part of the analysis data at the Sala d’Arme of Palazzo Vecchio (25 May 2018) 2018 Display and presentation of a poster on the result of the analysis during the National Statistics Conference in - Rome (4 July 2018) 2019 Evaluation of an additional purchase of telephone data

No further activities are currently programmed for the years 2020/2021 2020 - 2021

€ 75,000 BUDGET

Preliminary analysis by STATE OF EFFICACY INDICATORS: IMPLEMENTATION 30/09/2017: the preliminary analysis was carried out with the initial dissemination of the data

Final analysis by 31/12/2017: the final analysis and the drafting of the report were carried out in May 2018

Following are some of the results of the two analyses carried out.

Analysis 1 from May 2016 to 30 September 2016: In one day, an average of 137,711 “Florentines” were in the centre of Florence From Monday to Friday of the first week of May (non-summer working week) 164,070 “Florentines” were in the Centre of Florence 46% of the residents go into the Centre of Florence In one day, an average of 33,621 statistical residents (6 hours) are in the Centre of Florence The registered inhabitants of the Centre of Florence are 18,612, that is, + 80% of the official statistics Tourists are 170 different nationalities (out of 194). The first five most present nations are: United States 7,831, France 6,158, United Kingdom 3,025, Germany 2,523, China 2,271 The total number of 14.9 million overnight stays also includes those who do not stay in accommodation facilities (traditional and non-traditional tourist rentals do not have to give statistics), but instead with friends/relatives/acquaintances 3.6 million people visit Florence without staying overnight: 0.3 million are cruise passengers (source: Irpet); 1.5 million are tourist buses (source: SAS). If the Tuscans were also counted, the number would rise from 18.5 million to 20.2 million

Analysis of April-September 2017: The average presence in Florence in the period April - September 2017 is over half a million people a day On a typical September day, at 4.00 pm, over 600 thousand people are present in the city. The domiciled are more than half of those present. At night on the same day (at 3.00 am), the registered domiciled persons are in line with the personal residents (377,766) and represent over 70% of those present. The average daily presence of foreign visitors between 25 September and 1 October 2017 is equal to 88 thousand people The foreign visitors in the World Heritage area are 75% of the total

Monitoring of the Management Plan 57 2.5.2 CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE

Municipality of Florence – UNESCO Office 8. Project HECO RESPONSIBILITIES monitored (HERITAGE COLOURS) Heritage_CITYlab (joint laboratory of the Municipality of Florence and the University of Florence)

HECO – financed by the MiBACT funds as per Law 77/2006 “Special measures of protection and use of the Italian GOAL sites of cultural, scenic and environmental interest, inserted in the List of World Heritage, placed under the protection of UNESCO” – is an integrated system of open data of the architecture of the Historic Centre, based on the recognition of the chromatic language of the architecture which aims to develop guidelines and address applications for use in urban prevention and maintenance. The project is useful in a number of fields. In the sphere of programmed maintenance and prevention, the monitoring of operations carried out on the architectural heritage makesit possible to plan future controls and operations, setting alerts when the maximum time between one monitoring and the following one has expired. In the framework of management of the art city it is possible to know the economic requirements for the actions of maintenance and renovation of the facades of the buildings. In the area of planning, it is possible to know and visualise the priorities of action for a conscientious programming of the maintenance actions. In the sphere of urban decor, the survey of the colours of the bases, cornices and basements enables the definition of appropriate methods for the conservation and enhancement of the building facades, with identification of the chromatic matrices, the colour palettes and the material prototypes.

SAFEGUARDING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) The cataloguing of the listed buildings (pursuant to Law 1089/39) of the Historic Centre using an Open EXPECTED RESULTS Data system on a geo-referenced GIS base 2) Monitoring of the State of Conservation of the public and private buildings, the historical gardens, the pavements of the streets and squares, indicating the aspects of deterioration, the priorities, the criticalities and the methods of execution for a programmed management of the operations 3) Enhancement of the Heritage Colours as an expression of the architectural and urban identity of the city 4) The drawing up of strategic guidelines for the performance of operations of prevention, maintenance and conservation of the architectural features of the historic Florentine building stock and the open spaces which specifically distinguish this particular UNESCO World Heritage site

Action 0 Action 3 ACTIVITIES Implementation of the Agreement and Archaeometry referring to the decorated approval of the same by the partners and painted surfaces of the Florentine for Partnership Agreement between the Architecture UNESCO Office of the Municipality of Florence and the University of Florence, Action 4 Department of Architecture (DIDA) Implementation of instrumental technologies and application methods in the processes for Action 1 the conservation of the façades Critical analysis of the knowledge of the monumental heritage subject to protection Action 5 (pursuant to Legislative Decree 42/2004) Presentation and dissemination of the results

Action 2 Critical analysis of the existing information repertoires regarding the entire Historic Centre of Florence

58 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.2 CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE

Buildings of special historic Façades on which the chromatic EFFICACY INDICATORS and artistic value identified and monitoring has been carried out monitored, the façades of which make up the urban landscape Drawing up of guidelines for the (estimate) implementation of prevention, maintenance and conservation Architectural complexes with interventions 1/1 historic parks and gardens identified and monitored

TIMELINE HECO (HERITAGE COLOURS)

Survey, cataloguing, identification of the criticalities and intervention priorities SINCE 2014 Buildings: 257 total 206 listed 51 not listed Of which façades: 371 total 307 façades of listed buildings 64 façades of buildings not listed

Survey, cataloguing, identification of the criticalities and interventions priorities: 14 Complexes 22 Buildings 23 Gardens 36 prestigious appurtenant artefacts (ex: greenhouses, outbuildings, kaffeehaus, etc.)

Façades with chromatic monitoring (chromatic quality, visible alteration): 336 Façades 291 Façades of listed buildings 45 Façades of buildings not listed

Colours detected: 276 background colours 130 base colours 202 frame colours

Historical buildings: Identification of the level of the intervention priorities Indications of the targeted interventions per building type and architectural feature Identification of the colour palettes typifying the different areas of the Historic Centre of Florence Identification of the compliance and visible alterations compared to the architectural features and reference colour palettes Indications of adequate chromatic choices for the palettes and architectural features

Complexes and gardens: omissis

Schedographic apparatuses of buildings, façade units and reports. Datasheets (Nodules: "registry", 2016 "analytical", "dimensional data", "State of Conservation", "colour") of 226 complete buildings, of which 196 listed (22% of the total of the World Heritage site), divided into 311 complete façade units, including 278 - belonging to listed buildings 2017 Database (data entered and geo-referenced)

Thematic maps of analysis and summarised information

Presentation and dissemination of the results: presentation of the project during the UNESCO/ICOMOS Advisory Mission in Florence (May 2017); publication of the book “Progetto HECO (Heritage Colors) Metodologie Analisi Sintesi Apparati Valutazione d’impatto sul sito Patrimonio Mondiale Centro Storico di Firenze” (HECO Project (Heritage Colours) Methods Analyses Summaries Apparatuses Impact Evaluation on the World Heritage site of the Historic Centre of Florence)

Presentation and dissemination of the results: presentation of the project at the Architecture Department of 2018 the University of Florence (28 March 2018) - The intention is to continue research on the buildings of architectural, historical and artistic interest in the 2019 areas of the Historic Centre of Florence not yet monitored

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Continuation of the work, extending it to the areas of the Historic Centre of Florence not yet monitored 2020 - 2021

€ 130,000 BUDGET (for the study up until 2017 and relating to the sample area of Oltrarno and several buildings in other areas of the Historic Centre). Additional funds are necessary for extending the research to the areas of the World Heritage site not yet monitored.

950 buildings of special historic STATE OF EFFICACY INDICATORS: IMPLEMENTATION and artistic value identified and monitored (887 listed and 63 not listed), of which 1400 façades that make up the urban landscape (estimate) The research took place on a large number of buildings (about 20% of Architectural complexes with listed architectural properties), variously historic parks and gardens distributed in the Historic Centre and identified and monitored: with the selection of some Homogeneous 14 complexes; 22 buildings; Urban Areas (AUO) in the Oltrarno area: 23 gardens; 36 prestigious Pitti, Bardi, Forte Belvedere, S. Frediano, S. appurtenant artefacts (e.g.: Spirito, S. Niccolò, Serragli Torrigiani and greenhouses, outbuildings, in particular, the buildings in Via Maggio. kaffeehaus, etc.) Through an accurate scheduling analysis, documented with graphs, photographic 336 façades on which the repertoires and architectural survey, in chromatic monitoring has been this way, the evaluation criteria were carried out (291 Façades of listed developed, capable of providing indices buildings; 45 Façades of buildings and parameters to guide the most not listed) appropriate interventions strategies for the management of the World Heritage site. Drawing up of guidelines for the implementation of prevention, maintenance and conservation interventions 1/1

60 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.2 CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE

9. Project APPLICATION RESPONSIBILITIES Municipality of Florence – UNESCO monitored OF BUFFER ZONE Office and Town-planning Office Heritage_CITYlab (joint laboratory of the Municipality of Florence and the University of Florence)

The creation of a “Buffer Zone” for the World Heritage site, Historic Centre of Florence, is intended to implement GOAL effective protection measures for the Historic Urban Landscape, as defined by UNESCO in the Memorandum of Vienna. The identification of the Buffer Zone for the site was made by processing the data originating from the survey and from the indexing of the relevant views and vista points and by superimposition of different levels of protection (areas with landscape restraints, listed buildings, areas of archaeological interest, parks, green areas of particular importance, minor historic centres, rivers etc.). The Buffer Zone was approved by the World Heritage Committee on 6 July 2015: the eighteen vista points and the respective visual axes have been included among the “protections” in the revision of the Structural Plan approved by the Municipality of Florence on 31.12.2014.

SAFEGUARDING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Approval of the resolutions acknowledging the Buffer Zone passed by the 4 Municipalities (Municipality of EXPECTED RESULTS Florence, Municipality of Sesto Fiorentino, Municipality of Fiesole and Municipality of Bagno a Ripoli) 2) Achievement of the monitoring variation to the Buffer Zone by at least 2 Municipalities out of 4

The adoption and inclusion of the To ensure that the transformation ACTIVITIES Belvedere points by the 4 Municipalities interventions that have an impact on the - Municipality of Florence, Municipality of skyline are subjected to a control of the Sesto Fiorentino, Municipality of Fiesole correct insertion, using as a reference the and Municipality of Bagno a Ripoli – in Belvedere points identified in the Structural their own Structural Plans and Town Planning Plan Regulations Dissemination of the results of the project via conventions and meetings

ADOPTION AND INCLUSION OF ANNUAL NUMBER OF PROJECTS EFFICACY INDICATORS THE BELVEDERE POINTS BY THE 4/4 RECEIVED BY THE TOWN-PLANNING MUNICIPALITIES IN THEIR OWN OFFICE OF THE MUNICIPALITY OF STRUCTURAL PLANS AND TOWN FLORENCE AND SUBJECTED TO PLANNING REGULATIONS VERIFICATION OF THE IMPACT ON THE URBAN SKYLINE COMPARED TO NUMBER/18 BELVEDERE POINTS THE "BELVEDERE POINTS" FOR THE INCLUDED IN THE STRUCTURAL PLANS MANAGEMENT OF THE BUFFER ZONE AND TOWN PLANNING REGULATIONS

NUMBER OF ENTITIES/INSTITUTIONS INVOLVED

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TIMELINE APPLICATION OF BUFFER ZONE

Preparatory study; Buffer Zone research; Identification of aBuffer Zone for the World Heritage site Historic of SINCE 2011 the Centre of Florence: 2011-2012-2013-2014: Survey of the Belvedere points and the principal panoramic itineraries around the Historic Centre; management and reprocessing of the GIS data; 2D cartographic production 2011-2012: Graphic reprocessing and bibliographic research 2013-2014: Selection of images and review of the texts for publication; photograph of the landscape

Approval of the Buffer Zone by the World Heritage Committee: 2015: Approval of the Buffer Zone by the World Heritage Committee on 6 July 2015, on occasion of the 39th session (Bonn, 2015), with Decision 39 COM 8B.441

Conventions participated in with the presentation of the Buffer Zone model and Belvedere points: 25 November 2010, Rome, Sixth National Conference of Italian Sites, inscribed in the UNESCO World Heritage List

10 March 2011, Florence, Lecture at the Specialisation School of Architectural and Landscape Assets of the University of Florence

18 April 2012, Florence, International ICOMOS Day, World Heritage and Sustainable Development: the role of local communities

19-21 September 2012, Florence, The International Protection of Landscapes, A global assessment on the occasion of the 40th Anniversary of the World Heritage Convention and to promote the UNESCO International Traditional Knowledge Institute (ITKI)

15 March 2013, Florence, 15th International Round Table of the Experts of the Foundation Romualdo of the Bianco Life Beyond Tourism “Heritage and Contemporary Culture in the service of intercultural dialogue and territorial development”

12 April 2013, Video-Conference with the Ukraine Minister and the Municipality of Kiev

13 June 2013, Naples, National ICOMOS Convention, Cognitive process and development of innovative investigations for the conservation and restoration project

13 November 2014, Florence, 18th ICOMOS General Assembly 2014 Symposium: Heritage and Landscape as Human Values — Speakers and Speeches

2 May 2017, Florence, UNESCO/ICOMOS Advisory Mission in Florence

Inclusion of the eighteen Belvedere points and the related visual axes within the "protection" of the Structural Plan, approved by the Municipality of Florence on 31.12.2014

The Town Planning Regulations of the Municipality of Florence (approved on 02.04.2015) foresee that outside of the Historic Centre of Florence "the transformation interventions that affect the existing skyline must be subjected to controls of correct insertion, taking as a reference the Belvedere points identified in the Structural Plan"

Presentation of the Buffer Zone and the 18 Belvedere points during the UNESCO/ICOMOS Advisory Mission 2016 (May 2017) - 2017

Presentation, at the four Municipalities, of the Buffer Zone and of the results achieved by the same 2018 Dissemination meetings (e.g. care of the Architects Association); meeting with the Directorate General of the - Municipality of Florence 2019 Development of an application model of the impact of the Buffer Zone together with the Heritage_CITYlab laboratory and the Town-planning Office

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Monitoring and development of the application model of the impact of the Buffer Zone 2020 - 2021

€ 100,000 BUDGET

Adoption and inclusion STATE OF EFFICACY INDICATORS: IMPLEMENTATION of the Belvedere points by 1/4 Municipalities in their own Structural Plans and Town Planning Regulations (Municipality of Florence) Currently, the impact test by the Town- planning Office of the Municipality of 2/18 of the Belvedere points Florence has not been applied, since almost included in the Structural Plans all the interventions concern the recovery and Town Planning Regulations of the existing building heritage.

9 entities/institutions involved (Municipality of Florence, University of Florence, UNESCO Italian World Heritage Association, ICOMOS Italia, World Heritage Centre, ICOMOS International, Fondazione Romualdo Del Bianco, Superintendence of Archaeology, Fine Arts and Landscape, Architects Association)

0 Annual number of projects received by the Town-planning Office of the Municipality of Florence and subjected to verification of the impact on the urban skyline compared to the "Belvedere points" for the management of the Buffer Zone

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MiBACT – Superintendence of Archaeology, 10. Project NUOVI UFFIZI – WORKS RESPONSIBILITIES monitored OF ARCHITECTURAL Fine Arts and the Landscape for the metropolitan city of Florence and the AND STRUCTURAL provinces of Pistoia and Prato RESTORATION, Uffizi Gallery FUNCTIONAL ADAPTATION WITH THE INSTALLATION OF MECHANICAL, ELECTRICAL AND SPECIAL SYSTEMS

The operation is aimed at: the reorganisation of the spaces and the functions of the entire museum complex; GOAL the retrieval of areas previously utilised by the State Archives through operations of restoration and functional and system adaptation; the extension of the exhibition areas and the number of works on display, evenfor temporary exhibitions; the improvement of the respective visit itineraries, layouts and equipment (repositories, workshops); the updating of the educational apparatus; the expansion of services for the public, in terms of both reception services (reception, cloakroom, cafeteria, bookshop), and of teaching and training (educational services, auditorium). The Nuovi Uffizi project was included in the 2007 monitoring of the first Management Plan.

SAFEGUARDING MISSION

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) The adapting of the entire monumental complex of the Uffizi for use as a museum in line with the most EXPECTED RESULTS cutting-edge technical-scientific criteria and the current standards of museum functioning and development 2) The improvement of the conditions of public fruition of the Uffizi Gallery and its attraction within the sphere of cultural tourism

Recovery and enhancement of Percentage ratio between ACTIVITIES EFFICACY unused spaces and adaptation INDICATORS the surfaces created and of those already intended the project surfaces (state for museum use through of progress) architectural and structural restoration interventions Creation of new accessory museum services = 100% Functional and installation adaptation in order to increase Upgrading of the exhibition spaces, spaces for exhibition spaces = 100% accessory museum services and spaces for reception services

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TIMELINE WORKS OF ARCHITECTURAL AND STRUCTURAL RESTORATION, FUNCTIONAL ADAPTATION WITH THE INSTALLATION OF MECHANICAL, ELECTRICAL AND SPECIAL SYSTEMS

The works began in 2006. In 2007 the Nuovi Uffizi project was included in the monitoring of the Management SINCE 2006 Plan of the Historic Centre of Florence as a World Heritage site 2011: Interventions concluded (1st Lot) – Western staircase; Scuole Straniere Staircase; Photographic Cabinet; storerooms equipped to store works of art; staff changing rooms; Offices in Palazzo dei Veliti

2012: Interventions concluded (1st Lot) – Hellenistic Rooms; Modern Manner Rooms (part); Ademollo Rooms

2013: Interventions concluded (1st Lot) - Modern Manner Rooms (remaining part); Rooms of the West Wing; Seventeenth-century Florentine Rooms

2014 – 2015: Interventions concluded (1st Lot) – Italian fifteenth-century Rooms; Sala del Duecento; Primitivi Rooms Interventions implemented (2nd Lot 1st part) – Mechanised door; multi-purpose spaces; cloakroom and bathrooms for the temporary exhibition area; temporary storerooms for the temporary exhibitions; atrium and Aula Magliabechiana for temporary exhibitions; new mechanised connections

2016 Completion of the upgrading works (1st Lot) – Early Renaissance and Botticelli rooms; First, second and third - corridors of the Gallery 2017 Completion of the recovery and redevelopment works (2nd Lot, 1st part) - Mechanised door; multi-purpose spaces; cloakroom and bathrooms for the temporary exhibition area; temporary storerooms for the temporary exhibitions; atrium and Aula Magliabechiana for temporary exhibitions; new mechanised connections

Implementation and completion of the recovery and redevelopment works (2nd Lot, 2nd part) - Auditorium and Reception/cloakroom; multipurpose spaces; reception services

Final design of the works of the 2nd Lot, 3rd part

2018 Activities and projects planned: Executive design and execution of the works of the 2nd Lot, 3rd part: Eastern ground floor (south side) - Ticket - offices and reception (450 square metres); Eastern ground floor (centre/north) - Exhibition halls for statuary; 2019 Western ground floor (southern side) - Multipurpose and exhibition spaces (400 square metres); Western ground floor (centre/north) - Catering services (restaurant and bar) and related accessories and services (1,000 square metres); Restoration of façades and roofing on the courtyard side of the Uffizi

Final design of the works of the 2nd Lot, 4th part for completing the interventions

2020 Activities and projects planned: Executive design and execution of the works of the 2nd Lot, 4th part for completing the interventions: - Exhibition areas – first floor of the east wing (enfilade and northern side) – Exhibition rooms for the permanent 2021 collections (1,250 square metres); Reception services – Ground floor and eastern mezzanine floor – Didactics and Bookshop (1,600 square metres); Eastern basement – new cloakroom; Vertical paths and connections – New eastern staircase (2,400 square metres); Restoration – façades, roofing and skylights (remaining part)

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€ 32,403,560.51 (completed works) BUDGET 1st Lot of the works – Contract amount

€ 8,720,971.09 (completed works) 2nd Lot, 1st part – Contract amount

€ 3,922,137.37 (completed works) 2nd Lot, 2nd part – Contract amount

€ 18 MILLION (works in progress) 2nd Lot, 3rd part – Total financing

€ 40 MILLION (CIPE) 2nd Lot, 4th and last part– Total financing for the entire complex of the Uffizi and the Vasari Corridor

Increase in the number of current STATE OF EFFICACY INDICATORS: IMPLEMENTATION exhibition rooms (No. 105) compared to the pre-existing ones (No. 45) = + 60 exhibition rooms for the permanent collections Various complementary interventions Creation of a new area dedicated entirely concluded and in the completion phases: to the temporary exhibitions, consisting of the Aula Magliabechiana, equipped with its State of progress of the own entrances, reception and multipurpose upgrading interventions of the spaces, cloakroom, bathrooms, technical exhibition spaces = 100% rooms and storerooms for transiting Percentage ratio between the surfaces artworks. created and the project surfaces of the Completed complementary interventions: pre-existing exhibition rooms in the historic Restoration of the Scalone Lorenese (2008) Gallery on the second floor: Consolidation of the vaults on the first floor Total surfaces created, 3,640 square metres of the East Wing (2008) Total project surfaces, 3,640 square metres New lighting system in the Tribuna (2012) Consolidation of the vaults of the Niobe State of progress of the recovery Room (2012) and redevelopment interventions Consolidation of the vaults on the second of new exhibition spaces = 60% floor of the West Wing (2013) Percentage ratio between the surfaces Redevelopment of the technological unit created and the project surfaces of the (2014) new exhibition rooms for the permanent Setting up of the Vestibule, Hermaphrodite collections and for temporary exhibitions and San Marco Garden rooms (by the Uffizi (New Gallery on the first floor and the Aula Gallery - 2013) Magliabechiana): Setting up of the Michelangelo Room (by the Total surfaces created 3,570 square metres Uffizi Gallery - 2014) Total project surfaces 6,000 square metres Setting up of the Fifteenth Century Rooms (by the Uffizi Gallery - 2015) State of progress of the creation Replacement of the piping and raceways of the new accessory services = of the air-conditioning plant of the First 10% Corridor on the second floor Percentage ratio between the surfaces Furnishing works and accessories created and the project surfaces of the new Restoration of the outside staircase in the reception services: Veliti Courtyard Totale superfici realizzate mq 560 Totale superfici di progetto mq 5.400

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Angeli del Bello 11. Project GRAPHITI RESPONSIBILITIES monitored KOMMANDO

Graphiti Kommando forms part of the Angeli del Bello group, which, through teams of volunteers trained by GOAL technicians in the sector, aims to remove the vandalism writing from the walls, clean the front doors and the rolling shutter doors of the buildings that have been defaced and ruined by abusive graffiti and eventual posters and stickers, intervening in especially degraded areas of the Tuscan capital. These are interventions for the restoration of the decorum of the façades in preparation for a possible subsequent restoration. In the first phase ofthe project, the group dealt with the Oltrarno district and then moved to the Historic Centre under the auspices of the Memorandum of Understanding signed with the Superintendency.

LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

EXPECTED RESULTS 1) The preserving and maintaining of the decorum of the city of Florence, taking care of the communal areas by removing vandalistic graffiti from the buildings of the Historic Centre 2) The cleaning of the walls, doors and shutters of palazzi which have been dirtied and spoiled by graffiti 3) Educating people to an informed and respectful use of the communal spaces

Number of Volunteers ACTIVITIES Collection and cataloguing of EFFICACY the reports from individual INDICATORS involved in the various citizens, tourists and responsible initiatives entities Number of Followers on Meetings and seminars the social networks al 30/10/2017 Interventions for removing graffiti Number of Students involved in the promotion Specific projects of the project

Creation of special events (e.g. Number of Interventions Week of Beauty “Settimana del Bello”– Festival of the Angeli del Bello)

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TIMELINE GRAPHITI KOMMANDO

Interventions for removing graffiti SINCE 2013 Actions aimed at increasing the number of volunteers in direct involvement Interventions for removing graffiti; implementation of the project on the rolling shutter doors in the Oltrarno area co-financed by the Chamber of Commerce, Industry, Craft and Agriculture

Education in schools and involvement of teachers and students

65,000 square metres of walls cleaned each year 2016 - 1 Memorandum of Understanding with the Superintendency 2017 1 digital book in collaboration with the Faculty of Architecture of Florence

15 interventions with operational volunteers

Basic courses and practical courses on supports and colour

Interventions for removing graffiti

Special events (e.g. Week of Beauty – Festival of the Angeli del Bello)

Theoretical and practical courses with a qualified restorer of Superintendency

Activities on social channels

Interventions with the direct involvement of students and teachers

Upgrading of materials and products

Collaboration with local associations

Upgrading of materials and products 2018 - Interventions for removing graffiti 2019 Special events

Collaboration and integration with associations in the territory

Theoretical and practical courses with a qualified restorer of Superintendency

Activities on social channels

Interventions with the direct involvement of students and teachers

Upgrading of materials and products 2020 - Interventions for removing graffiti 2021 Special events

Collaboration and integration with associations in the territory

Interventions for removing graffiti

Theoretical and practical courses with a qualified restorer of Superintendency

Activities on social channels

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€ 150,000 BUDGET Basic courses and practical courses on supports and colour; theoretical and practical courses with the restorer; interventions for removing graffiti; special events during the first years of the project

€ 50,000 Basic courses and practical courses on supports and colour; theoretical and practical courses with the restorer; interventions for removing graffiti; special events during the years following the project

€ 50,000 Meetings and seminars; interventions; specific projects; special events (e.g. Week of Beauty – Festival of the Angeli del Bello)

STATE OF EFFICACY INDICATORS: 254 Volunteers involved in the IMPLEMENTATION various initiatives

8787 Followers on the social networks at 30/10/2017 At the moment the project is carrying out: 600 Students involved in the Interventions for removing graffiti promotion of the project Actions aimed at increasing the number of volunteers: 3 weekly events in the Historic Centre 215 Interventions throughout the entire year Project on the Shutter Doors in the Oltrarno Area co- financed by the Chamber of Commerce, Industrials, Craft and Agriculture: the interventions were concentrated during the autumn months Educational activities in the schools and involvement of teachers and students: the interventions were carried out during the spring

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Comune di Firenze - Ufficio UNESCO 12. Project FIRENZE PER BENE RESPONSIBILITIES monitored

Firenze perBene (Florence the Right Way) is a project created in collaboration with the Fondazione Angeli del Bello, GOAL the Centre for UNESCO of Florence (NGO), the Fondazione Romualdo del Bianco – LBT, UNESCO and its Trans- disciplinary Chair for Human Development and the Culture for Peace - UniFi and Mus.E. The project aims to raise the level of awareness among residents, tourists and city users regarding good behavioural practices in the use of monuments, churches and streets of the Historic Centre of Florence, World Heritage site. In the first phase, the project envisaged the approach of specially trained volunteers who, with the help of cargo-bikes, distributed questionnaires to visitors and citizens, a map with the Florentine public services, and a Decalogue describing how to best enjoy the city, taking advantage of the services offered and respecting its sites and values. Since 2014, the project has seen the involvement of foreign universities in Florence (Syracuse University of Florence and Middlebury University), as well as several Florentine high schools (Marco Polo and Machiavelli Capponi Institute) through training internships and alternating school-work activities. Since 2017, educational programmes have been activated in collaboration with Mus.E, in which the IV and V Classes of the Primary School and Secondary Schools are made aware of the value of the World Heritage site and the Firenze perBene Decalogue.

KNOWING – LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) An increased awareness of behalf of residents and visitors with respect to the historical and artistic heritage EXPECTED RESULTS of the Centre of Florence 2) The stimulating of a civic sense and dissemination among residents, tourists and city users, of good practices of behaviour in the use of a UNESCO World Heritage city, to the conservation and enhancement of which everyone should contribute 3) The overcoming of the obligatory tone of bans and prohibitions

Educational activities with Number of maps and ACTIVITIES EFFICACY training institutes (schools, INDICATORS gadgets distributed universities, foreign institutes) Number of followers on Promotional activities of the the social channels project through the social media and other promotion Number of training means workshops Training apprenticeships aimed at gaining knowledge Number of students and promoting the project involved in educational Participation of the project activities in important citizen events related to the protection and enhancement of the heritage

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TIMELINE FIRENZE PER BENE

Ideation, creation of the graphic design and printing of the map and Decalogue SINCE 2012 Creation and production of gadgets (portable ashtrays)

Training of the volunteers

Approaching of residents and tourists by the volunteers to administer questionnaires, maps with the Florentine public services and a Decalogue that explains how to live in the city in a sustainable manner

Participation of the project in various citizen events: e.g. Urban enhancement of Piazzetta Tre Re(2015); Florence World Heritage Consultation Marathon (2015), etc.

Training apprenticeships with students from the foreign universities: Syracuse University of Florence, Middlebury University and universities abroad

Promotional activities of the project on the social media

Alternating school-work activities with the high schools of Florence (e.g. Istituto Marco Polo and Machiavelli 2016 Capponi): 190 students, after having been informed about the UNESCO themes and the Firenze perBene project, approached citizens and visitors, offering suggestions on how to live in the Historic Centre of Florence, a World Heritage site, in a better, more aware and sustainable manner. During the activities the students distributed the Decalogue, Map and gadget of the project (portable ashtray)

Workshops on Firenze perBene for students of foreign universities (e.g. Syracuse University of Florence; Middlebury College): infographic development; social material; articles; interviews; Firenze perBene blog; videos

Alternating school-work activities with the high schools of Florence (e.g. Istituto Marco Polo and Machiavelli 2017 Capponi): in 2017 the Firenze perBene project helped students understand the value of those who contribute each day to the preservation of the Historic Centre of Florence and its heritage, making the city a more pleasant and sustainable place. The students developed visual and textual materials (in Italian and in a second language)

Workshop projects on Firenze perBene for students from the Syracuse University of Florence, Middlebury College as well as students from universities abroad: development of Video contents and posts on Facebook

Activity, “A Historic Centre in the centre of the world", for the IV and V Classes of Primary Schools and first grade of Secondary schools: interactive itinerary in the Historic Centre following an introduction in Palazzo Vecchio. Goals: to understand what UNESCO is and what the values recognised are in the World Heritage; to promote knowledge of the Historic Centre and the interpreting of architectural and urban traces; to develop awareness and sensitivity towards the World Heritage and contribute to its protection

Workshop projects on Firenze perBene for students from the Middlebury University: development of research 2018 on the theme of sustainability as well as materials (e.g. infographic) to be published on the social channels - relating to the project 2019 Activity, “A Historic Centre in the centre of the world”, created in collaboration with the Mus.E Association, for the IV and V Classes of Primary Schools and first grade of Secondary school: interactive itinerary in the Historic Centre following an introduction in Palazzo Vecchio. Goals: to understand what UNESCO is and what the values recognised are in the World Heritage; to promote knowledge of the Historic Centre and the interpreting of architectural and urban traces; to develop awareness and sensitivity towards the World Heritage and contribute to its protection. In 2019 this activity will also be included in the proposal for Florentine schools and those outside Florence as well, and it will also be included in the programming for family audiences (for example, Domenica Metropolitana)

Training activities 2020 - Promotional activities 2021

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€ 45,000 + € 10,000 per annum BUDGET

30,000 maps and 24,000 gadgets STATE OF EFFICACY INDICATORS: IMPLEMENTATION distributed

1,186 followers on the social media (Facebook) The project currently includes apprenticeships and educational activities targeting students of 25 training workshops the primary and first grade of secondary school, as well as promotion activities on social media. 400 students involved in As for teaching, the activity “A Historic Centre at educational activities the centre of the world”, carried out since 2017 by Mus.E, has been developed for the schools and private citizens. The idea is to widen the catchment area to which to offer the "A Historic Centre at the centre of the world" itinerary, also proposing it to special audiences, such as new citizens and guests of day and community recovery centres. Between the months of April/May 2018, the Firenze perBene and the World Heritage site was the focus of the study and visits carried out by students of six high schools in Florence and the territory, known as the Ambassadors of Art.

Over the years the project has recorded the following data: 30,000 maps/Decalogue distributed in printed form 24,000 portable ashtrays 950 questionnaires administrated 25 training apprenticeships on the project (since 2014) 400 students involved in educational activities (since 2016) 3 squares enhanced 8 entities/institutions involved 1,186 “Likes” on Facebook (in December 2017)

In the future, strategic reinforcement is envisaged with the Mus.E for the development of new training and promotion activities.

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Municipality of Florence – Directorate of 13. Project FLORENCE I CARE RESPONSIBILITIES monitored Technical Services; Directorate General; the Mayor’s Office; Financial Resources Department; Culture Directorate

Florence I care is a project for the conservation and enhancement not only of the artistic heritage of Florence, but GOAL also of certain important municipal buildings of a social and scholastic nature. The project is aimed at the active forces of the economy - businesses, associations, public and private bodies - which, in addition to being interested in promoting their products, wish to underscore their social commitment too. In this way they can achieve an image dividend higher than that obtainable through advertising alone. The 2014 call for tenders was aimed at seeking sponsors for the funding of restoration operations on the cultural heritage.

KNOWING - SAFEGUARDING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) The refurbishing and enhancing of certain places and monuments that are symbols of the city, involving EXPECTED RESULTS private bodies which, through public notice, offer to adopt the asset in exchange for an advertising return 2) The seeking of resources through private sponsorships to cover the costs budgeted for the restoration of monuments 3) The systemisation of good practices in care of the city’ heritage by leveraging private synergy in the care of urban space

Identification of interventions Number of restoration ACTIVITIES EFFICACY to be proposed and updating INDICATORS works carried out of the financial programming Number of sponsors Drawing up of projects and updating of the datasheets Number of donations

Publication of the notice Number of advertising for the search of sponsors concessions and activities aimed at fundraising Number of Art Bonuses

Updating of the dedicated communication portal (http://www.flic.comune.fi.it/)

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TIMELINE FLORENCE I CARE

Recognition of the conservation requirement of the heritage and identification of the subsequent actions to be proposed SINCE 2011 Creation of the datasheets for each intervention

Publication of the notice for the search for sponsors

Drawing up of the first notice for the advertising concession

Creation of a portal

Forwarding of the informative datasheet of the Florence I Care project to companies and associations

Identification of the interventions to be proposed 2016 - Implementation of the datasheets for each intervention and case (art bonus, sponsorship) 2017 Identification of the criteria for evaluating the offers and identification of compensatory measures tobe offered to sponsors

Publication of the notice for the search for sponsors

Publication of the notices for advertising concessions

Creation of new datasheets and re-drafting and reprinting of the old datasheets to update the reading of the FLIC portal on Smartphones

Management of the partnership (registration of donations, communication, reporting, etc.)

Organisation and participation in public presentation events/platforms (Art bonus convention on 6.3.2016, Piazza Toscana, Convention “The Italian Cultural Heritage as social capital and as private investment, November 2017, etc.)

Start-up of maintenance/adoption activities of public monuments

Identification of the interventions to be proposed 2018 - Updating of the datasheets 2019 Publication of the notice of the search for sponsors

Updating of the portal

Regulations regarding sponsorships and donations

Implementation of the maintenance/adoption activities of public monuments

Identification of the interventions to be proposed 2020 - Updating of the datasheets 2021 Publication of the notice of the search for sponsors

Updating of the portal

€ 2,208,422 BUDGET STATE OF EFFICACY INDICATORS: Sponsorships IMPLEMENTATION Budget in the € 410,499 period 2011- Donations 2017 broken € 3,784,000 50 restoration works down per case: Art Bonuses carried out € 1,953,014 Advertising space 19 sponsors concessions € 550,000 12 donations Other interventions of a mixed nature 6 advertising concessions

10 Art Bonuses

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Municipality of Florence - UNESCO Office 14. Project FLORENCE HERITAGE RESPONSIBILITIES monitored Linea Comune Mus.E

This project is intended to raise awareness of the cultural and historic heritage of Florence through the use of GOAL new interactive technologies: multimedia applications conceived to enhance the image of the World Heritage site, large-format touch screen stations and the internet. The project is aimed in particular at the younger, technologically-evolved generations and is conceived to stimulate an awareness of the value of the territory that surrounds them, the places that they frequent every day and the value of which they are frequently unaware of. Moreover, the development of the initiative involves the integration of the guided itineraries contained in the Florence Heritage portal with a real and effective activity of cultural mediation designed to assist the students and all the citizens to enhance their awareness of the rich cultural heritage of Florence. The project intends to build awareness of the value of the Historic Centre of Florence also through the celebration of the centenaries of figures and events connected with the history and identity of the city.

KNOWING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) The building of awareness among young Florentine and foreign students, residents and city users EXPECTED RESULTS 2) The raising of awareness of the value the Historic Centre of Florence on the part of citizens and visitors 3) The organising of initiatives to celebrate the centenarians of figures and event connected to the history and identity of the city

Creation of a digital archive Number of touch screen ACTIVITIES EFFICACY with high-resolution historic INDICATORS stations created 2/3 images of the city Number of guided tours Creation of a platform for carried out 2/3 managing the digital images Number of events/ Creation and promotion of initiatives organised the website and the app, for celebrating the aimed at presenting both the centenarians 3/3 historical and contemporary image of Florence, through Number of multimedia thematic tours in the World itineraries carried out 5/9 Heritage site

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TIMELINE FLORENCE HERITAGE

The project, funded in 2007 by the Law 77/2006 of the MiBACT, saw in the first phase the creation of a SINCE 2006 digital archive with 31 very high-resolution historical images of the city, selected by the UNESCO Office of the Municipality of Florence. The images of the works conserved in public entities and institutions were then recreated with special high-tech photographic equipment and colorimetric calibration. The images, acquired with very high resolution, were subjected to an intense phase of post-processing before being stored in XML format

Subsequently, the cataloguing of digital photographs was launched through a system of image archiving and management, in order to reorganise the database of the UNESCO Office of the Municipality of Florence. The goal of the project was to create a platform for the management of digital images, implemented on the basis of the XLphoto® software, patented by Centrica, and the training of the municipal staff in charge of the management of this archive

In the final phase of the project, by resorting to the collaboration of Linea Comune, the website (currently not viewable) was created in the aim of presenting both historical and contemporary image of Florence, with the intention of combining needs of communication with those of deepening. The website, an indispensable support for the geo-referencing of images and the creation of a unique database of the information heritage, is multilingual and includes the following: nine galleries with the possibility of displaying over 400 extremely highly defined images; four sections dedicated to the categories "places", "special", "protagonists" and "memory"; nine itineraries divided into the four categories mentioned above and supported by artbooks (in Italian and English) that can be downloaded for free; over 200 geo-referenced points of historical-cultural interest; Visions of Florence, a video of presentation of Florence

The work was presented during the course of the manifestationArt&tourism , held in Florence on 18 May 2012, as well as other conventions addressing the digital topic and the City of Florence

Educational activities and guided tours throughout the Florence Heritage itineraries

Installation of the touch screen monitors inside Palazzo Vecchio and the Restaurant of the Station of Santa 2016 Maria Novella - Promotional activities of the artbooks and Florence Heritage itineraries on the social media 2017

Guided tours throughout the itineraries of the platform 2018 - Educational activities 2019

Guided tours throughout the itineraries of the platform 2020 - Educational activities 2021

€ 100,000 BUDGET

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Number of touch screen stations STATE OF EFFICACY INDICATORS: IMPLEMENTATION created 2/3

Number of guided tours created 3/3

The touch screen stations have been removed from Number of events/initiatives Palazzo Vecchio and the website closed due to technical organised for the celebration of problems. Despite this, the project is continuing through centenaries 2/3 the development of educational activities and guided tours, conducted in agreement with the Mus.E association, on the Number of multimedia itineraries Florence Heritage itineraries. developed 9/9

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15. NEW PROJECT TO HIA (HERITAGE RESPONSIBILITIES Municipality of Florence – UNESCO Office BE INCORPORATED IN IMPACT ASSESSMENT) THE REVIEW OF THE Heritage_CITYlab (joint laboratory of the MANAGEMENT PLAN Municipality of Florence and the University of Florence)

The creation of a protocol for the Heritage Impact Assessment (HIA) for the asset, the Historic Centre of Florence GOAL and experimentation of possible applications of the model on concrete cases of transformation in progress. The HIA project - financed with the MiBACT funds of Law 77/2006 "Special measures for the protection and use of Italian sites of cultural, scenic and environmental interest, included on the 'World Heritage List', placed under the protection of UNESCO" - born from the synergy between Heritage_CITYlab, a joint laboratory of the University of Florence and the UNESCO Office of the Municipality of Florence, making it possible to dialogue among figures with competences related to different fields and with a multidisciplinary approach. The experimentation, in accordance withthe Guidelines issued by ICOMOS (2011), aims to assess, with systematic and consistent methods, the positive/ negative impact of the transformation projects that influence the values, attributes, authenticity and integrity of the World Heritage site, the Historic Centre of Florence. Within the scope of the planning, the assessment serves for: estimating the impact of the interventions; indicating mitigating measures and planned management methods; monitoring in a conscious manner and sharing the transformations of the urban fabric with the institutions and citizens.

SAFEGUARDING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Development of a systemised procedure incorporated in the management practices of the city’s projects EXPECTED RESULTS for assessing the impact on values, attributes, authenticity and integrity of the Historic Centre of Florence (Core Zone and Buffer Zone), World Heritage site (R6-UNESCO/ICOMOS Advisory Mission 22-25 May 2017) 2) Monitoring of the projects in the Transformation Areas (AT) envisaged by theTown Planning Regulations and the proposing of mitigating measures 3) Monitoring of unlisted transformation among the Transformation Areas of public interest and ofthe infrastructural type with the proposing of possible alternatives during the programming and development phases 4) Detailed identification of the features and attributes of the World Heritage site that contribute towards its Outstanding Universal Value, expressed through the physical and social fabric (R5-UNESCO/ICOMOS Advisory Mission 22-25 May 2017)

Phase A * ACTIVITIES Phase B - Setting up of the Agreement and approval - Processing of the methodology and creation of the same by the UNESCO Office of the of an Index and a general part (introduction, Municipality of Florence and the University methodology, history and description of the of Florence, Department of Architecture site) common to the different and possible (DIDA) transformations on the Historic Centre of the Florence, World Heritage site Phase A - Analyses into research on previous studies Phase C and applications in Italy and in the world of - Description of the transformation; ICOMOS procedures on the Heritage Impact - evaluation of the impact on the OUV; Assessment - mitigation of the transformations impact

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Phase D Phase E - Experimentation of the methodology in - Presentation and dissemination (meetings the fine-tuning phase on an intervention with the Steering Committee, UNESCO/ related to an area of transformation on the ICOMOS Advisory Mission 2017, DIDA Florence site that falls within the Buffer Research Week ecc.) Zone of the World Heritage sites of the Historic Centre of Florence 'and the Medici Villas and Gardens in Tuscany’

Identification of the specific Application of the systemised EFFICACY INDICATORS features and attributes that procedure on concrete cases of define the Outstanding Universal transformation in progress 2/3 Value of the site (OUV) 1/1 Integration of the administrative Establishing of guidelines procedure in the management and tables for drafting the practices of the projects 1/1 preliminary investigations 1/1

TIMELINE HIA (HERITAGE IMPACT ASSESSMENT)

2016 (01/06/2016 – 30/11/2016): SINCE 2016 Preliminary study aimed at drawing up an assessment model consisting of macro-sections. The following activities have been carried out: - Identification of the criticalities in the Historic Centre of Florence, World Heritage site, for the purpose of establishing study areas and purpose of the work - Preventive consultation and identification of the skills and the organisations eligible to undertakethe assessment of impact - Data collection and fine-tuning of the information in order to characterise the site and identify the qualities that confer the Outstanding Universal Value

2017 (14/07/2017-14/01/2018): - Experimentation and improvement of the assessment model in relation to the transformations and the impact on the OUV following interventions directly or indirectly connected to the World Heritage sites of the 'Historic Centre of Florence' and the 'Medici Villas and Gardens in Tuscany'

- Drafting of a model with summarised tables for the scoping report (by a professional)

- Analyses for identifying additional attributes of Outstanding Universal Value of the Historic Centre of Florence

- Dissemination of the HIA Study at the UNESCO/ICOMOS Advisory Mission in Florence (22-25 May 2017)

- Press conference on the results of the UNESCO/ICOMOS Advisory Mission (30 October 2017)

DIDA Research Week (19-23 February 2018) 2018 - World Heritage site Steering Committee (25 October 2016, 4 May 2018) 2019 Experimentation of the model for the Preliminary Investigation and drafting of the Heritage Impact Assessment for Piazza Torquato Tasso in Florence (April 2018)

Dissemination of the results of the study

Dissemination of the results of the study 2020 - 2021

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€ 100,000 BUDGET

Identification of the specific STATE OF EFFICACY INDICATORS: IMPLEMENTATION features and attributes that define the Outstanding Universal Value of the site (OUV): drafting of an illustrative table of the The application of the systemised procedure developed by OUV with indications of the the research group has been tested in two Transformation attributes and values broken Areas. There is the intention to continue the work and down per area of pertinence 1/1 to support the municipal administration in the Heritage Impact Assessment (HIA) of the transformation projects Establishing of guidelines of the city in order to monitor and evaluate possible alternatives for mitigating the impact of the project. At the and tables for drafting the same time, the integration of the administrative procedure preliminary investigations: for the HIAs will continue within the framework of approval establishing of guidelines for of the infrastructural and transformation projects in the the purpose of drafting the HIA areas of the Core Zone and Buffer Zone. for the tender relating to the creation of parking stations pertaining to the area of Piazza Torquato Tasso in Florence 1/1

Application of the systemised procedure on concrete cases of transformation in progress: AT 11.02, former Cerdec, at Villa Corsini in Castello; creation of parking stations pertaining to the area of Piazza Torquato Tasso in Florence (in progress) 2/3

Integration of the administrative procedure in the management practices of the projects 0/1

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Municipality of Florence – Town Planning 16. NEW PROJECT TO TOWN PLANNING RESPONSIBILITIES BE INCORPORATED IN REGULATIONS Department THE REVIEW OF THE MANAGEMENT PLAN

The Town Planning Regulations were approved with Resolution No. 2015/C/00025 on 02.04.2015 by the City GOAL Council, which also approved the contextual variation to the Structural Plan (Regional Law 1/2005, article 17). The drawing up of the Town Planning Regulations - accompanied by the procedure of listening to the citizens activated during the construction of the Structural Plan - allowed to focus on several elements of knowledge that have partially changed the reference scenario. All of this led to the development of the Structural Plan Variant with the inclusion of new forms of protection, such as the Belvedere viewpoints. As part of the analyses studies for defining the Buffer Zone of the Historic Centre of Florence, the municipal administration has produced a printout with the identification of the most significant Belvedere viewpoints for the protection of the Historic Centre. The identification of the Belvedere viewpoints and the corresponding visual axes is aimed at controlling theskyline, for safeguarding the views from and towards the World Heritage site. Considering these elements as an important reference for the control of some of the transformations, the Belvedere viewpoints and the corresponding visual axes (No. 18) of the arc of hills to the north and south of the Municipality of Florence are reported in Table 3 "Protections" of theStructural Plan that replaces that of the 2010 Structural Plan. The Town Planning Regulations in turn highlight interventions in which transformations must be subject to verification of any possible interference, with views from the Belvedere viewpoints identified for protecting the World Heritage site. The discipline of the transformation of the Town Planning Regulations manages the transformation of the existing building heritage and the five-year programming of the public works (transport infrastructures, standards). Every transformation action is defined that aims at modifying the original use destination of a given property through interventions of restoration and preservation, building restructuring (also with demolition and reconstruction), urban restructuring, and new edification. The datasheets of the Transformation Areas - AT, ATt, Ata standards (Part 5 of the Norme Tecniche di Attuazione- NTA) record and regulate the transformations scheduled for the 2015/2020 five-year period; the relative area declined by destination of use is taken from the sizing of the Structural Plan, while the five-year programming of the public works is contained in the ATs regulations (Part 5 of the NTA). Within these standards, the Transformation Areas located within the World Heritage site (AT, ATs) foresee specific intervention provisions aimed at protecting the historical urban landscape and for verifying the impact factors related to the settlement of the different destinations such as: discomfort/disturbance factors that could affect the liveability conditions of the context, as well as impoverishment factors of the urban image.

SAFEGUARDING - LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Recovery and restoration of abandoned buildings and complexes EXPECTED RESULTS 2) Enhancement of the public areas and services connected to the recovery of the abandoned buildings and complexes

The urban regeneration process, as of urban regeneration envisaged with the ACTIVITIES described and articulated in the forecasts enhancement of the "public city" through the of the Town Planning Regulations from 2015 compensation works generated by the same. has seen its own application connoted The urban regeneration process has been by a strong innovative character. The carried out in various ways with reference to approval and subsequent signing of the the different Transformation Areas activated agreements relating to the Transformation and/or accredited. Areas has confirmed the ability of the new regulations to conjugate the interventions

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Approval of the Town Planning signed with the private EFFICACY INDICATORS Regulations 1/1 operators/recovery plans approved) Number of buildings or building complexes subject of the Number of enhancement works Transformation Datasheet

Number of buildings or building complexes recovered (agreement

TIMELINE TOWN PLANNING REGULATIONS

The agreement related to the Transformation Area (AT) 12.39 Cerretani was signed, thanks to which the Municipality 2016 had € 424,710 available for the implementation of the following enhancement works of public spaces: The extension of the network of video surveillance and Wi-Fi connectivity with the installation of cameras of video surveillance on the corner of Via Cerretani/Via dei Conti in order to monitor the passage of the manifestations, in addition to the installation of a laminate for the crossing of Piazza Madonna degli Aldobrandini from Via dei Conti to Via Faenza and of an optic fibre cable from Via Faenza to Via Cerretani € 49,937.98 The enhancement intervention of the roadway and footpaths of Via Panzani and Via Cerretani € 374,772.02

At the same time the Town Planning Office activated the coordination process for the purpose of undersigning the Agreement of the AT 12.08 Transformation Areas, formerly Inarcassa and AT 12.01 Bufalini with an amount expected from the monetisation of the compensations equal to approximately € 930,000. The interventions subject to the AT 12.11 former Municipal Theatre and AT 12.21 San Firenze implementation planning, were established and conducted at various definition levels. Three particular cases are represented by the activities undertaken for the recovery of the former barracks including the Transformation Areas AT 12.05, the former Vittorio Veneto Caserma and AT 12.43, the former San Gallo Military Hospital, for which in 2016 the Town Planning Office Service provided support for the drawing up of the integrative agreement scheme aimed at establishing methods and contents of the public bid procedure envisaged by the Town Planning Regulations for the recovery of the real estate complexes. Both agreements have been signed.

The agreements were signed in relation to the AT 12.08 the former Inarcassa, AT 12.01 Bufalini and AT 12.04 2017 Demidoff, thanks to which the Municipality had the following available for financing the relative enhancement works of the existing public spaces: Former Inarcassa| € 274,160.00 for enhancement interventions of the ecological network regarding the replacement of the heritage of trees lining the circle of avenues to be carried out by the Directorate of the Environment Bufalini | € 657,081.28, as payment due for compensation, for the purpose of financing the following interventions: predisposition for the upgrading of the short-circuit cameras in Piazza Brunelleschi via the laying of a corrugated pipe to connect Via dei Servi with Via degli Alfani along Via del Castellaccio and another corrugated pipe which leads from the sectioning pit located in correspondence of the terrace of the former seat of the UNESCO Office of the Municipality of Florence in the direction of the Faculty of Letters, for an estimated amount of € 26,000.00. The intervention will have to be designed and carried out by the Directorate of Technical Services new directional signage of the district between Porta San Gallo - Piazza Duomo - Porta alla Croce (World Heritage area) for an estimated amount of € 79,600.00. The intervention will have to be designed and carried out by the Directorate of Sport and Culture

Road layout interventions: A | Via del Castellaccio A1 | Footpath on the side of the even numbers, demolition and remaking of the footpath in sandstone slabs and ribbing (recovered), including the widening of the footpath itself up to 1.50 m for an estimated amount of € 32,000.00 A3 | Roadway, reconstruction of the surface layer in bitumen conglomerate with a thickness of 4 cm and remaking of the horizontal signage for an estimated amount of € 10,000.00 B | Piazza Brunelleschi B1 | Footpath on the residence side, demolition and remaking of the footpath in sandstone slabs and granite ribbing (recovered), including the widening of the footpath itself up to 1.50 m for an estimated amount of € 48,000.00 B2 | Connecting roadway between Via del Castellaccio and Via degli Alfani, dismantling of the existing paving, reconstruction of the road and sewer drains, creation of a new road foundation in reinforced concrete, creation of new paving in sandstone for an estimated amount of € 340,000.00 B3 | Roadway in front of numbers 18-19, dismantling of the existing pavement, reconstruction of road and sewer drains, creation of new road foundation in reinforced concrete, creation of new paving in sandstone for the residual amount for completing the monetisation due to compensation of the transformation amounting to € 121,481.28 The interventions must be designed and implemented by the New Infrastructures and Transport Directorate.

Regarding the AT Demidoff, € 370,627.38 was estimate, as payment due to compensation, aimed at financing interventions of: A. general enhancement of the Carraia garden in Via dell’Erta Canina (with the exclusion of the monumental stairway) for an amount equal to € 138,627.38. The intervention must be designed and carried out by the Directorate of the Environment. Any residual economic availability resulting from the creation of the works referred to in this point may be reused for the enhancement of the other gardens (Demidoff and Lungarno Torrigiani);

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B. interventions in Piazza Poggi and Piazzetta San Miniato, with particular attention to the choice of 2017 pavement in Piazza Poggi in relation to the reference historic context, for an amount equal to € 110,000.00 and interventions in the green area of Piazza Poggi for an amount equal to € 70,000.00. The project must be designed and implemented in synergy between the New Infrastructures and Transport Directorate and the Directorate of the Environment; C. creation of optic fibre cable for an amount equal to € 52,000.00. The intervention must be designed and implemented by the Directorate of Technical Services.

At the same time, the Town Planning Office has activated the coordination procedure aimed at the signing of the agreement for the following Transformation Areas: AT 12.40 Former Caserma Cavalli and AT 12.44 Salviati Portinari, with an expected amount of monetisation of the compensations of over € 1,500,000. The interventions subject to the implementation planning were established and conducted at various definition levels: AT 12.11 the former Municipal Theatre. Three specific cases are represented by the activities undertaken for the recovery of the former barracks, including the Transformation Areas AT 12.05 Former Caserma Vittorio Veneto and AT 12.43 Former San Gallo Military Hospital, for which in the year 2017 the Planning Service provided support to private operators for the definition of the contents of the urban planning variations aimed at the recovery of the real estate complexes.

In 2018 the signing of the agreements relating to the following Transformation Areas is foreseen: AT 12.40 2018 Former Caserma Cavalli, AT 12.44 Portinari Salviati and AT 12.11, formerly the Municipal Theatre - 2019

Monitoring of the activities carried out and concluded/currently being concluded 2020 - Start-up of the procedure of the new Structural Plan and Operating Plan. 2021

BUDGET -

Approval of the Town Planning STATE OF EFFICACY INDICATORS: IMPLEMENTATION Regulations 1/1

25 buildings or building complexes subject of the The procedure is currently underway for the signing of the Transformation Datasheet agreement of the following Transformation Areas: AT 12.40 Former Caserma Cavalli and AT 12.44 Portinari Salviati and 6 buildings or building complexes AT 12.11, the former Municipal Theatre. recovered (agreement signed with the private operators/recovery plans approved)

11 enhancement works

Monitoring of the Management Plan 83 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.2 CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE

17. NEW PROJECT TO FLORENCE and RESPONSIBILITIES Municipality of Florence – UNESCO BE INCORPORATED IN the cultural THE REVIEW OF THE Office MANAGEMENT PLAN inheritance OF ITS RELIGIOUS HERITAGE

In order to facilitate the appropriate protection of religious assets, the World Heritage Committee has requested GOAL the UNESCO World Heritage Centre, together with its related advisory bodies, to develop a thematic document of general orientation for the States Parties of the UNESCO, on the management of the cultural and natural heritage of religious interest. In launching the initiative, calledHeritage of Religious Interest, UNESCO therefore plays a leading role in the development of general directives and since 2016 it has been coordinating a global cycle of thematic consultations and workshops, during which experts, stakeholders and representatives of religious communities meet in a spirit of dialogue, sharing and rapprochement of different cultures. In this context, the Historic Centre of Florence, World Heritage site, has a very large number of monumental complexes with individual buildings linked to the cultural heritage of religious interest. There is an evident need to carry out an in-depth analysis of how much this heritage is or may be fundamental for the understanding and interpretation of theOutstanding Universal Value of the Historic Centre of Florence, opening an intercultural front linked to the intangible dimension that belongs precisely to the heritage of religious interest. The project therefore has the goal of promoting the sustainable development of the management of the monumental complexes of religious interest in the World Heritage site Historic Centre of Florence. The first appointment of the project was held at the complex of Santa Croce on 15 December 2017, on occasion of the 35th anniversary of the inclusion of the Historic Centre of Florence on the World Heritage List (December 17, 1982). The meeting was attended by several local entities that deal with the management of the heritage of religious interest in Florence, in order to share and understand the actions of conservation and enhancement. The ambition of this project is to establish connections among the various subjects involved and to identify short, medium and long- term strategies of sustainable development for the heritage of religious interest. For more information about the programme of the World Heritage Centre “Heritage of Religious Interest”: https://whc.unesco.org/en/religious-sacred-heritage/

KNOWING - SAFEGUARDING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) The establishing of concrete connections with the subjects involved and the identification of short, medium EXPECTED RESULTS and long-term strategies for sustainable development of the heritage of religious interest; the same strategies must be defined within the Management Plan 2) The drafting of a summary report on the topics addressed that highlights the peculiarities emerged and helps identify examples of best practices for future comparisons with other national and international situations 3) The analysis, drawing up and dissemination of general plans and methodologies by the responsible institutions for optimising the management of the properties of religious interest in the Historic Centre

To head in the direction already taken in Starting from 2018, the organisation of a ACTIVITIES 2017, confirming an annual general meeting focus group each year targeting a group of targeting all stakeholders experts and open to the audience on specific topics and based on the results of the general meeting

84 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.2 CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE

% of increase in participants at Publication and dissemination of EFFICACY INDICATORS the annual meeting the reports of the meetings

Annual meeting 1/1

TIMELINE FLORENCE AND THE CULTURAL INHERITANCE OF ITS RELIGIOUS HERITAGE

The UNESCO Office of the Municipality of Florence, in collaboration with the Opera of Santa Croce, held SINCE 2017 a meeting with the participation of representatives of the local institutions, in the aim of draftingastart- up framework and identifying actions of conservation, maintenance, management and enhancement (in its broadest sense) undertaken over time with the effects of strengthening or weakening theOutstanding Universal Value of the World Heritage site Historic Centre of Florence. In particular, the meeting was characterised by two round tables dedicated to the following: Conservation: analysis and sharing of best practices in the organisation and management of the restorations, in the development of studies and multidisciplinary research on the ensembles of religious interest, within the context of fundraising for the conservation of the heritage

Management and Communication: sharing of best practices in the field of the management and training of the personnel, the organisation of visits to the monumental complexes, the production of informative material in all its printed and digital forms, and the organisation of events

Presentation of the results of the first meeting (December 2017) during the convention, “Art, Faith, Memories 2018 of the Historic-Religious sites”, 7/8 June at the Scuola Grande di San Marco in Venice - Second meeting - 2018 2019 Second focus group - 2018

Third meeting - 2019

Third focus group – 2019

Fourth meeting - 2020 2020 - Fourth focus group - 2020 2021 Fifth meeting – 2021

Fifth focus group – 2021

€ 30,000 BUDGET

By 2018 a focus group dedicated STATE OF EFFICACY INDICATORS: IMPLEMENTATION to the analysis of the results of the meeting in December 2017 will be organised % of increase in participants at the annual meeting: the meeting of Publication and dissemination 2017 had 85 participants of the reports of the meetings: drafting of a summary report of Annual meeting 1/1: the first the first meeting annual meeting was held in 2017.

Monitoring of the Management Plan 85 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.2 CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE

18. NEW PROJECT TO HERITAGE FLORENCE RESPONSIBILITIES Municipality of Florence - UNESCO Office; BE INCORPORATED IN DATA THE REVIEW OF THE Heritage_CITYlab (joint laboratory of the MANAGEMENT PLAN Municipality of Florence and the University of Florence)

The project intends to define and develop the logical and physical structure of a Geographic Information System GOAL for the integrated analysis, monitoring and management of the transformations of the building heritage and open spaces of the Historic Centre of Florence. This system will be an information infrastructure potentially open to interaction with databases used by various subjects, applied to different sectors, which share the goal of promoting the enhancement of the elements of excellence of the city, its active protection and the enhancement of its cultural heritage. The Information System, subject of the project, can be imagined as a fundamental “spatial index” capable of allowing for connection of the available databases or those being implemented, that are under the responsibility of public and private subjects, engaged in institutional activities or economic promotion, which deal with the consistency, the State of Conservation and conditions of use of the building heritage of the Historic Centre of Florence.

KNOWING – SAFEGUARDING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) The fundamental result expected from the research consists of the creation of a Geographic Information EXPECTED RESULTS System able to collect, structure and bring together the knowledge available on the building heritage of the Historic Centre of Florence. The availability of this structure will allow the various communities of stakeholders to take advantage of the sharing of information available in the proposal and the planning of its objectives. In particular, the information infrastructure proposed by the project intends to offer itself as an essential resource for the drafting, implementation, monitoring, and evaluation of the strategies and actions aimed at the management of the Historic Centre of Florence in its capacity as a UNESCO World Heritage site. The project has its fundamental technical reference in the Territorial Information System of the Municipality of Florence, as it is now structured, for the activities of management of the urban and building transformations. This choice is aimed at allowing simpler interaction and interoperability of the existing information in the various databases available today, for the purpose of encouraging dialogue among different sectors of activities that involve the building heritage of the Historic Centre: town planning, tax administration, economic promotion, protection and conservation of cultural heritage.

Creation of a software capable of providing Collection, processing and conferment of ACTIVITIES a model for the organisation of coherent and the existing databases in the infrastructure interoperable information with respect to the envisaged by the project institutional geographic database called the Anagrafe Comunale degli Immobili (Municipal Implementation of the project with data Register of Buildings) collection from sources, research, university workshops (mainly drawings and data Verification of the conferment conditions archive of the survey laboratory and of the (or access to data) in this structure of the restoration laboratory of the DIDA) databases available within the scientific community, the University and all interested parties (Municipality of Florence, Tuscan Regional Authority)

86 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.2 CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE

Procurement of funds for € Creation of efficacious EFFICACY INDICATORS 600,000 for 3 years synergies between institutions and entities for the data Creation of the platform 1/1 collection

Data collection from the Dissemination activities of the previous university research results of the project carried out

TIMELINE HERITAGE FLORENCE DATA

Meeting between UNESCO Office Municipality of Florence, University of Florence and various institutions/ 2018 entities for defining the project Drafting and presentation of the project

Meetings with the Fondazione CR Firenze for the financial support of the project.

Obtaining of the financial resources 2018 - Assigning of scholarships for the development of the project 2019 Data collection

Data collection 2020 - Design and implementation of the database 2021 Monitoring of the data

Activities for disseminating the results

€ 600,000 BUDGET

Procurement of funds for € STATE OF EFFICACY INDICATORS: IMPLEMENTATION 600,000 for 3 years: synergies are currently being created among institutions for procuring funds for the purpose of financing the For the defining of the design idea, the UNESCO project Office of the Municipality of Florence, together with the University of Florence, has organised Creation of the platform 0/1 several meetings with entities and institutions in order to understand the various interests regarding Data collection from the the development of a platform for data collection previous university research and monitoring of the World Heritage site. carried out: action not yet implemented

Creation of efficacious synergies between institutions and entities for the data collection: action not yet implemented

Dissemination activities of the results of the project: action not yet implemented

Monitoring of the Management Plan 87 2.5.3 TRANSPORT SYSTEM

Municipality of Florence – Directorate 19. Project BIKE SHARING RESPONSIBILITIES monitored General

Since 2017, the innovative free-flow bike sharing system has been introduced that allows for renting bicycles and GOAL leaving them in various places over the territory. The bicycles are equipped with a GPS and a patented lock and can be used by downloading a free App (App Store or Google Play), creating an account and using a mobile number. The user will receive a verification code to be entered to pay the deposit (a small sum, fully refundable). The App will immediately show the nearest bike on the map; by clicking the "unlock" button on the App and scanning the QR code near the handlebar of the bicycle, the lock opens automatically. At the end of the ride, the bike can be parked in one of the reserved areas or in a common bike rack or otherwise on public ground in respect of the highway code; it is sufficient to re-lock the bike again using the App. It is possible to subscribe to the service, according to monthly, quarterly, half-yearly and annual formulas.

LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Further decongestion of the traffic EXPECTED RESULTS 2) An increase in the use of public transport (buses, trams and metro), by integrating them with each other (intermodal transport) and with the use of the shared bicycles, for short journeys to areas that the public transport does not or cannot reach

Publication of the expression Number of bicycles in the ACTIVITIES EFFICACY of interest and selection of INDICATORS city participants Average daily use Issuance of authorisation and start-up of the service Expansion of the cycle tracks Promotion of the bike sharing service and Number of users incentives for its use

Increase in the number of bicycles available considering the daily average use

Analysis of the data for understanding the social and citizen phenomena in Florence and where the resources and attention are most necessary

Increase and maintenance of the cycle tracks

88 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.3 TRANSPORT SYSTEM

TIMELINE BIKE SHARING

The initial design concept included a public tender for the creation of 50 bike stations all over the city for 750 SINCE 2017 bicycles, situated above all in the Historic Centre and the area of the ring-road avenues. In this project idea, a single operator was envisaged. Included in the Management Plan 2007 and Management Plan 2016, the project has since been abandoned to give way to a new project entailing an innovative free-flow bike sharing system (in operation since 2017).

The free-flow bike sharing brought 1500 bikes into the city in August 2017, equipped with GPS and easily 2017 identifiable. The project triggered a virtuous cycle, increasing the number of habitual cyclists. Two months after the launching (October 2017), the following numbers have been recorded: - bicycles: 1,700 - registered users: 41,000 - average of daily users: 7,700

A working group was set up in January 2018 with representatives of the departments of statistics, 2018 performance, police, transport and information systems. The working group produced a report analysing the accidents involving bicycles in Florence between 2011 and 2015. The report integrated data on accidents - with geospatial and transactional datasets, describing the volume and flow of the local cycling passages 2019 and the state of the cycling network. Analytic collaboration between various departments will serve as a model for future projects, allowing the Municipality to gain a deeper understanding of the social and citizens phenomena in Florence and to understand where resources and attention are most needed based on the data collected. The results were shared with the residents, including representatives of the cycling associations, and the rescue and media organisations

Technical improvements will be made on the vehicles provided (e.g. introduction of bikes with three-speed gears)

500 new bicycles and 50 bikes with three-speed gears will be provided

Expansion of the cycle tracks up to 120 km by 2021 2020 - 2021

€ 3,800,000 BUDGET for the various cycle tracks (financed by PON METRO) € 1,000,000 for the cycle track in Via Canova (financed by Patto per Firenze) € 280,000 for the cycle track in Viale Europa (financed by the Municipality of Florence) € 800,000 for maintenance of the cycle tracks (financed by the Municipality of Florence)

3,500 bicycles in the city STATE OF EFFICACY INDICATORS: IMPLEMENTATION Average daily use: 3,800

Expansion of the cycle tracks: the network of existing cycle tracks is currently 90 km

139,000 users

Monitoring of the Management Plan 89 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.3 TRANSPORT SYSTEM

Municipality of Florence – Directorate 20. Project E_MOBILITY RESPONSIBILITIES monitored General

Since the nineties, the Municipality of Florence has favoured electric transport. Over the last few years in particular, GOAL the decision was made to invest in this sector also through participation in European bids for tender. The project Ele.C.Tra. (ELEctric City TRAnsport, years 2013-2015) was the first winning example of the strengthening of electric transport with the introduction of a fully electric car sharing service in 2015. Since 2016, thanks to the project Replicate (Renaissance of Places with Innovative Citizenship and Technology), the administration has continued to reinforce the recharging infrastructures with the gradual transformation of the fleet of taxis into electric taxis (at least 100 by the end of the project) also thanks to the installation of 6 super-fast recharge columns for their exclusive use.

LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Reduction in the use of per capita vehicles and the demand for parking spaces, favouring the sharing, in EXPECTED RESULTS particular the electric sharing, with a consequent reduction in energy and environmental impacts 2) Strengthening of a more efficient network infrastructure (also fast) for the recharging of electric vehicles

Publication of the tender and Number of traditional ACTIVITIES EFFICACY selection of the participants INDICATORS vehicles in sharing

Tender and works for Number of electric cars in installing the columns sharing

Promotion of the service Number of completely electric taxis

Number of columns installed

90 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.3 TRANSPORT SYSTEM

TIMELINE E_MOBILITY

400 traditional cars in sharing 2015 200 electric cars in sharing

2 completely electric taxis

110 old generation public columns for a total of 280 recharging points

300 traditional cars in sharing 2016 290 electric cars in sharing - 2017 72 completely electric taxis

174 public columns for a total of 348 recharging points, of which 2 fast, 79 quick and 267 slow-recharge

5 recharging columns reserved for taxis for a total of 15 recharging points, of which 5 quick and 10 fast- recharge

5 fast-recharge stations for taxis in Viale Venosta, Viale Guidoni, Piazza Donatello, Via del Cavallaccio and Piazza Francia (Replicate Project)

Currently 300 traditional vehicles and 220 electric vehicles authorised 2018 480 vehicles in sharing for a bid for tender (goal 1000) - 2019 30 taxis to transform from thermal to electric

3 fast recharge stations in Piazza Giorgini, Piazza Don Piero Puliti and Viale Guidoni (Replicate Project and EVA+ Project)

Transformation of the fleet of taxis into hybrid and electric vehicles (no longer thermal) 2020 - 2021

€ 2,450,000 BUDGET from the sale of electric taxi licences to invest for improving the quality of the supply of the overall service of the non- scheduled public transport service € 1,667,276 for reinforcing the recharging infrastructures (also fast) for electric vehicles

300 traditional vehicles in STATE OF EFFICACY INDICATORS: IMPLEMENTATION sharing

290 electric cars in sharing

72 completely electric taxis

174 public columns for a total of 348 recharging points, of which 2 fast, 79 quick and 267 slow-recharge and 5 recharging columns reserved for taxis, making a total of 15 recharging points, of which 5 quick and 10 fast-recharge

Monitoring of the Management Plan 91 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.3 TRANSPORT SYSTEM

Municipality of Florence – Directorate of 21. Project LINES 2 AND 3 OF RESPONSIBILITIES monitored THE NEW TRAMWAY New Infrastructure and Transport

The City Council is currently in the process of developing the integrated tramway system in the Municipalities of GOAL Florence and Scandicci, consisting of lines 1 (Florence SMN-Scandicci), 2 (Peretola-Piazza of the Libertà) and 3 (Careggi-Bagno a Ripoli with a branch to Rovezzano). In addition to the first line which has already been completed, Lines 2 and 3 are under construction.

LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Guaranteed boosting of the local public transport system EXPECTED RESULTS 2) The making of Florence more liveable and the facilitating its liveability as a well-connected city 3) The creating of a city that is happy to move, both towards the exterior and within it

Execution of the works on Line 2 Extension of Line 2 to Sesto Fiorentino ACTIVITIES

Execution of the works on Line 3.1 Line 3.2 with branches to Bagno a Ripoli and Rovezzano Financing, contracting, executive planning and execution of the Strozzi - Libertà - San Tramway interventions as an opportunity for Marco section (lot 2 VACS) urban redevelopment

Line 4 Leopolda-Piagge-Campi Bisenzio

Number of seats/km offered to and from the Historic Centre, EFFICACY INDICATORS on reserved and protected current values: Novoli-SMN 20'-25 ', infrastructures Careggi - SMN 22'

Creation of the urban systems Tramway appreciation index, user related to the execution of the satisfaction tramlines as an opportunity for urban redevelopment (streets, Extension of the public transport squares, cycle tracks, green service timetables areas) Amount of the urban setups/ Improvement of the traffic flows amount of tram works in % connected with the tramway, creation of artworks (subways Reduction of private traffic, % of trenches and tramline bridges) users who leave private vehicles at home in favour of the tram Reduction of the travelling time infrastructure

92 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.3 TRANSPORT SYSTEM

Offer of transport on vehicles Equipping of tram vehicles to EFFICACY INDICATORS that are more respectful of the carry bicycles environment Regularity of the service (% of Number of users of the Tramway transits during peak hour, the (got on the trams) inter-time of which exceeds the scheduled value by 2 ') User satisfaction with regard to the modal integration

TIMELINE LINES 2 AND 3 OF THE NEW TRAMWAY

Execution of the works of Line 2 SINCE 2014 Execution of the works of Line 3.1

Design and execution of Lot 1 VACS (section Unità – Valfonda – Strozzi)

Execution of the works of Line 2 2016 - Execution of the works of Line 3.1 2017 Design and execution of Lot 1 VACS (section Unità – Valfonda – Strozzi)

Start of operation of Line 2 2018 - Start of operation of Line 3.1 2019 Start of execution of Lot 2 VACS

Technical-economic feasibility study and final design of the extension of Line 2 to Sesto Fiorentino

Final design of Line 4 - section Leopolda-Piagge

Final design and start of works on Line 4 - section Leopolda-Piagge 2020 - Final design and start of works on Line 2 to Sesto Fiorentino 2021 Final and executive design of Line 3.2 - section Libertà-Rovezzano and Libertà-Bagno a Ripoli

€ 452,383,872 BUDGET Lines 2 and 3.1 (of which € 334,430,931 for lump-sum and unit-rate works)

Functional tests are currently being conducted on Lines 2 and 3 with the opening and start-up of the STATE OF IMPLEMENTATION Lines scheduled for the summer of 2018

Monitoring of the Management Plan 93 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

Arno River Basin and Northern Apennines 22. Project FLOOD RISK RESPONSIBILITIES monitored MANAGEMENT PLAN Authority (PGRA)

Following its approval scheduled for December 2015, the Flood Risk Management Plan will replace the current GOAL Hydrogeological Management Plans (Piani di Assetto Idrogeologico - PAI) for the river basins, coastal Tuscany and northern Tuscany. The regulations of the plan, which is based on the concept of risk management, that is preventing any increase in danger, will become operative in January 2016 after the phase of consultation and the subsequent approval.

SAFEGUARDING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Reduction in the risk for life and mitigation of the damage to the related strategic systems (hospitals, EXPECTED RESULTS schools and health facilities) 2) Reduction in the risk for the cultural heritage and mitigation of the possible damage to the landscape system 3) Reduction in the risk for protected areas and mitigation of the negative effects for the ecological condition of the water bodies 4) Mitigation of damage to the production system, infrastructures and property

Application of the Plan A reduction in the flood ACTIVITIES EFFICACY with regard to standards INDICATORS risk assessed on century- and the implementation of old historical series the interventions by the competent subjects (Tuscan Regional Authority)

TIMELINE FLOOD RISK MANAGEMENT PLAN (PGRA)

SINCE 2016 Approval of the Plan with a Decree of the President of the Council of Ministers of the Italian Republic on 27.10.2016

Transposition of the cognitive framework of the PGRA in the town-planning instrument of the Municipality of Florence. Creation of the 1st Lot of the detention ponds of Figline by the Tuscan Regional Authority

94 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

Approval of the projects relating to other works and activation of additional construction sites in the Figline 2018 area (Tuscan Regional Authority) - Approval of the Plan of the Reclamation Activities proposed by the Consortium 2 of the Alto Valdarno for 2019 2018

Approval of the projects relating to new hydraulic and reclamation works and activation of additional 2020 construction sites in the Figline area (Tuscan Regional Authority) - 2021

€ 100,000,000 BUDGET For the works already in progress for protecting the River Arno

The Plan is active STATE OF IMPLEMENTATION

Monitoring of the Management Plan 95 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

The District Authority of the Basin and 23. Project GUARDA IN FACCIA RESPONSIBILITIES monitored L’ALLUVIONE (FACE UP Northern Apennines TO THE FLOOD)

The local actions of mitigation are centred mainly on how to address the negative effects of a flood on people and GOAL things, distinguishing the phase of the event from that of prevention/preparation. The estimated expected levels for the occurrence of a catastrophic event in the city are available, and therefore the areas of the Historic Centre in which it is more probable that the event would occur are known at least at mesoscale. Through a targeted information campaign, it would therefore be possible to divulge and spread all the simple actions which can help to mitigate the damage, both during the event itself and during the phase of prevention. Special attention is paid to raising awareness about the artistic heritage of the city and possible actions for its defence. This latter activity takes its cue from what was already done within the framework of the "Cultural Heritage Flood Risk" project where, for the city of Florence in particular, but also for the entire territory of the Arno basin subject to possible flooding, the location of buildings that are listed by the Ministry of Culture is available as digital data, together with a digital record indicating their vulnerability and the presence of assets at risk.

SAFEGUARDING Medium-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Enhancement of everyone’s awareness and perception as regards the possible effects of a catastrophic flood EXPECTED RESULTS 2) Divulgation and spreading of possible local actions for the reduction of the potential effects on the artistic heritage 3) The activation of all citizens in addressing the situation

Meetings with participation Meetings held with local ACTIVITIES EFFICACY by the local community and INDICATORS associations volunteer associations, to be held in collaboration with The increase of an the Municipal Civil Defence appropriate index for (trade associations, Chamber assessing awareness via of Commerce, Rotary Club) the administration of a questionnaire Creation and dissemination of leaflets on floods Number of leaflets distributed/printed Seminars and workshops to be carried out in collaboration with the Municipal Civil Defence

96 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

TIMELINE GUARDA IN FACCIA L’ALLUVIONE (FACE UP TO THE FLOOD)

SINCE 2016 Approval of the Plan with the Decree of the President of the Council of Ministers of the Italian Republic on 27.10.2016

Distribution of leaflets

2018 Participation meetings - Distribution of leaflets 2019 Events on the theme of the River Arno

2020 Participation meetings - Distribution of leaflets 2021

- BUDGET

The activities carried out to date concern the printing and STATE OF IMPLEMENTATION distribution of leaflets and the conception of meetings with the various associations. The seminars and workshops in collaboration with the Municipal Civil Protection are not yet active.

Monitoring of the Management Plan 97 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

The District Authority of the Basin and 24. Project ARNO, UN FIUME PER RESPONSIBILITIES monitored AMICO (YOUR FRIEND Northern Apennines THE RIVER ARNO)

The project consists of an educational process aimed at knowledge of the environmental aspects and the GOAL intervention necessary to make the river Arno and its territory safer and more liveable. The Basin Authority proposes to students an insight path to introduce them to the characteristic aspects of the basin of the river Arno. The main objective is to present the river to the students so that they can discover the many ways, obvious or hidden, in which the river and its dynamics have influenced and continue to influence the life of the city. The activity takes the form of lessons in class and activities organised on the river in the form of a game as well as laboratory activities.

KNOWING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Fostering of knowledge of the river environment and of its ecosystem, with particular reference to the EXPECTED RESULTS Florentine territory 2) Exploration of the characteristics of the "river" entity as part of the water cycle, as a source of energy, as a resource, and as a force of nature that moulds the territory and entails risks for those who live close to it 3) Getting to know the river’s rhythms, its ordinary and exceptional levels of low and high water, and how the water cycle is organised in Florence (water purification, treatment plants, river) 4) Fostering of knowledge of the flood defence system created over more than a thousand years of history and those of the future 5) Illustrating of the link existing between hydraulic safety interventions, the urban fabric and environmental protection

Face-to-face lessons in class Defining of an appropriate ACTIVITIES EFFICACY INDICATORS index for evaluating Workshops targeting classes/ knowledge 1/1 families Number of students Events held on the river involved in the awareness- banks raising activities

98 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

TIMELINE ARNO, UN FIUME PER AMICO (YOUR FRIEND THE RIVER ARNO)

2016 63 classes - 1500 students 2017

20 classes 2018 - 450 students 2019

20 classes 2020 - 450 students 2021

Project developed with internal resources of the District Authority of the Basin and Northern Apennines, BUDGET man-hours commitment accounted for: approximately 250 man-hours/year.

Defining of an appropriate index STATE OF EFFICACY INDICATORS: IMPLEMENTATION for evaluating knowledge 0/1

5,160 students involved in the awareness-raising activities: involvement of 240 classes of the elementary and middle schools of the Municipality of Florence from the school year 2010-11 until 06.2017

Monitoring of the Management Plan 99 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

Municipality of Florence – Civil Defence 25. Project PROVISIONAL PLAN RESPONSIBILITIES monitored FOR HYDRAULIC RISK (PSRI)

The main reason for the high-water levels resulting in the flooding of the city centre of Florence that has taken GOAL place over the centuries is related to the inadequacy of the hydraulic works and the scarcity of systems for river process and overflow management. The PSRI approved in the Spring of 2015 deals with the Arno and allits tributaries and the water courses connected with it, analysing the situations that can arise in the case of adverse weather conditions. This Plan is an integral part of the Civil Defence Municipal Emergency Plan, and the drafting has its origin in the Flood Risk Management Plan drawn up by the Basin Authority. An aspect to be underscored for 2016 is the funding by the government of the detention ponds as a security measure for the river Arno, which are conceived to draw off part of the excess water that cannot overflow in the downstream stretches.

SAFEGUARDING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Building of a system of alert that takes into consideration the different levels of criticality, the potential EXPECTED RESULTS deriving scenarios, effects and damage, on the basis of a system of warning for both the Arno itself and the rivers of the minor hydrographic network 2) Organisation of the overflow of part of the flood waters into floodable areas through the construction of detention ponds 3) Prefiguring of a mode of intervention that identifies different operational phases in relation to the conditions observed

Approval and updating of Number of “flooding risk” ACTIVITIES EFFICACY the PSRI INDICATORS leaflets distributed

Meetings for distributing the Number of viewings on the leaflets social media regarding the hydraulic and hydro- Drills and exercises geological risk

Training in schools Number of training activities in schools

Number of meetings with the population of Districts 2, 3 and 5

Updating of the Plan 4/4

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TIMELINE PROVISIONAL PLAN FOR THE HYDRAULIC RISK (PSRI)

Approval of the Plan in 2015 SINCE 2015 Meetings for distribution of the leaflets

Drills and exercises

Training in schools

Meetings for distribution of the leaflets 2016 - Drills and exercises 2021 Training in schools

Updating of the Plan

€ 150,000 BUDGET per annum for the volunteering activities € 110,000 in three years for Karismn resilience Project € 170,000 (Total: approx.) municipal and European funding

problems preventing them from STATE OF EFFICACY INDICATORS: IMPLEMENTATION taking part) and one middle school of the Municipality of Scandicci (lessons held at our headquarters) outside the project. Following are some of 70,673 “flooding risk” leaflets in the details: 4 primary school Italian and 13,361 “flooding risk” classes attended; 5 secondary leaflets in English distributed: school classes attended (of the distribution took place in which one middle school of the years 2015-16-17-18. In this Scandicci); 92 students from activity, relating to the rules primary schools involved; of conduct in case of a flood, 114 students from secondary voluntary workers were involved schools involved (of which 24 in 2016-17-18 (1,166 attendences students from Scandicci); Total in 109 outings, of which 77 with students involved: 206 (of which employees of the service) 24 secondary school students from Scandicci) 6,550 overall viewings on the social media regarding the Number of meetings with the hydraulic and hydro-geological population of Districts 2, 3 risk: Facebook, 2,445 followers and 5: Workshop 5 March 2016 with an average of 330 visits a “Increasing the population’s day; Twitter, 5,500 followers with resilience: psychological, an average of 520,000 tweets per sociological, legal, insurance month; Youtube, 610 visits per aspects and responsibilities of month the Mayor”; Exercises and drills on the hydraulic risk 18-19 May 10 training activities in schools: 2018 “Ema – Greve” and relative for the school year 2017-2018, information campaign for the through the project “The keys population with the involvement to the City”, 3 schools requested of the personnel of the Civil our intervention for 10 classes Defence of the Municipality of (two of which with internal Florence, more than 20 entities

Monitoring of the Management Plan 101 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

and associations and over 200 STATE OF IMPLEMENTATION volunteers

Updating of the Plan 2/4

102 Monitoring of the Management Plan 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

Municipality of Florence – Civil Defence 26. Project CIVIL DEFENCE OF RESPONSIBILITIES monitored THE MUNICIPAL MUSEUMS IN EMERGENCY

The protection of the cultural assets during an emergency must be factored into the definition of protection GOAL policies and the organisation of actions to be performed in the case of calamities. A training course for operators (municipal employees) and civil defence personnel has to be identified and organised, in tandem with a civil defence plan for the municipal museums (warning, alert and overcoming of the emergency).

KNOWING – SAFEGUARDING Medium-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Creation of an intervention system with 12/24 hours’ forewarning of the forecast flooding of the Arno for EXPECTED RESULTS putting the majority of the works inside of the Bardini Museum in safety

Sharing and dissemination of Holding of meetings aimed ACTIVITIES EFFICACY the contents and methods INDICATORS at designing the training course 1/1 Conducting of training in class and in the museum Structuring of the training course 1/1

Administration of the course to volunteers and employees of the Civil Defence 1/1

Number of volunteers trained

Number of employees of the Civil Defence trained

Monitoring of the Management Plan 103 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.4 THE RIVER ARNO AND CLIMATE CHANGE

TIMELINE CIVIL DEFENCE OF THE MUNICIPAL MUSEUMS IN EMERGENCY

Training of the volunteers and employees of the Civil Defence SINCE 2016 Setting up of the work group on 31.03.2016

Holding of meetings aimed at drawing up the training course

Structuring of the training course on 30.11.2016

Administration of the course to volunteers and employees of the Civil Defence on 31.12.2017

Exercises and drills 2018 - Drafting of the Civil Protection Plan for the Bardini Museum 2019 Practical training on the how to move to the higher floors, pack and secure the paintings, with relative training of a group of volunteers

No activities are currently planned although there is the intention to follow up on the project for the other 2020 civic museums - 2021

- BUDGET

Holding of meetings aimed at STATE OF EFFICACY INDICATORS: IMPLEMENTATION designing the training course 1/1

Structuring of the training course on 30.11.2016 1/1

The courses were held in 2017 and saw the Administration of the course to participation of two classes of volunteers and two volunteers and employees of the classes of employees of the Civil Defence. The Civil Defence on 31.12.2017 1/1 Civil Protection Plan for the Bardini Museum and the document for the training scheduled for the 39 volunteers trained autumn 2018 are currently being drafted. 17 employees of the Civil Defence trained

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Municipality of Florence – Directorate of 27. Project REGULATION OF RESPONSIBILITIES monitored HISTORIC AND Economic Activities and Tourism; UNESCO Office TRADITIONAL COMMERCIAL ACTIVITIES

The Register of Historical and Traditional Commercial Activities of the Municipality of Florence was established GOAL in 1999, together with the relative Regulation, as a tool for promoting economic activities that constitute true historical excellences of the Florentine productive fabric. On the basis of the aforementioned Regulation, commercial, artisan, hotel and public commercial businesses, as well as commercial operators in public areas, with particular requirements of historicity or typicality, could voluntarily apply for subscription to the Register, thus benefiting from the enhancement and promotion actions implemented by the Municipal Administration over the course of the years, through the publication of books, thematic guides and brochures, promotional sites and events (conferences, guided tours, itineraries, etc.), as well as the access to specific subsides and dedicated funding (both municipal and regional) aimed at fostering their protection. In 2017, the need to find more specific tools for the protection and enhancement of historical and traditional activities became evident. The "Regulation for the protection and enhancement of the historical economic and traditional Florentine activities" is currently being approved in 2018 as a general standard for all the historical and traditional economic activities of the city of Florence operating in a fixed location or on public ground. The new Regulation sheds light on the definitions of the requirements for identifying economic activities present throughout the municipal territory that deserve to become part of the List of the Historical and Traditional Florentine Economic Activities, on the technical-administrative methods for the evaluation and inclusion of the enterprises on the aforementioned List, on the restrictions that foster the permanence of the activities present on the List, as well as the identification of the distinguishing elements that will be subject to specific transformation prohibitions for each historical activity. The new Regulation is a tool for enhancing the cultural, economic and social heritage represented by the historical and traditional activities. The new List of the Historical and Traditional Florentine Economic Activities, established according to the guidelines of the aforementioned Regulation, will replace in full both the List of Historic Commercial Activities annexed to the Town Planning Regulations and the Register of Historical and Traditional Commercial Activities of the Municipality of Florence.

SAFEGUARDING - LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) The establishing of criteria for selecting the economic activities operating both in a fixed location and on EXPECTED RESULTS public ground, which constitute true historical excellences of the Florentine productive fabric, in order to identify the elements of distinction and prestige, while also establishing instruments that foster their protection and enhancement

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To define: ACTIVITIES the administrative procedure for collecting the applications and their assessment the requirements for identifying the economic aimed at possible acceptance of requests activities present throughout the entire for inclusion on the List as well as any municipal territory that should become part transformations or cancellations of the of the List of the Historical and Traditional restricted commercial activities Florentine Economic Activities the guidelines for defining a subsequent the technical methods for the evaluation regulation for creating a List of the Florentine and inclusion of the enterprises on the Activities of Excellence, which will constitute aforementioned List, as well as its ordinary a tool for further general economic updating enhancement and promotion, covering all the economic activities in different sections the constraints that favour the protection present in the Florentine territory which, of the enterprises present on the List, as even if not in possession of the requirements well as the identification of the distinctive of historicity, still present elements of elements that will be the subject of specific particular relevance and value in terms of transformation prohibitions for each historical compliance with the local features, or of a activity high and recognised degree of innovation and originality the tools for enhancing the cultural, economic and social heritage they represent

Approval of the Regulation Number of “Traditional EFFICACY INDICATORS Activities” in Category B Number of commercial activities present on the List of the Number of “Historical Street Historical and Traditional Vendors” in Category C Florentine Economic Activities

Number of “Historical Excellences” in Category A

TIMELINE REGULATION OF HISTORIC AND TRADITIONAL COMMERCIAL ACTIVITIES

Defining the function of “historical activities” SINCE 2017 Monitoring and census of the historical stores by the University of Florence: identification of the general protection criteria

2018 Approval of the Regulation for the protection and enhancement of the historical and traditional Florentine 2018 economic activities - Incorporation of the Evaluation Committee 2019 Application of restraints and special terms – ongoing monitoring and updating of the List of the Historical and Traditional Florentine Economic Activities

Drafting of the List of the Florentine Activities of Excellence

Application of the Regulation 2020 - 2021

€ 30,000 BUDGET

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Approval of the Regulation: STATE OF EFFICACY INDICATORS: IMPLEMENTATION Monday 25 June 2018 approval of the new Regulation for the Historical and Traditional Commercial Activities by the City Council At the present time the economic activities are divided into Class A1 (historical prestigious 310 commercial activities present activities), A2 (historical), B (traditional), andC on the List of the Historical and (street vendors and typical activities). The following Traditional Florentine Economic data emerged from a census: Activities - A1: 50 activities - A2: 80 activities Number of “Historical - B: 140 activities Excellences” in Category A: - C: 2 activities categorisation of the Regulation to be defined in autumn 2018. Activities currently in the implementation phase: Consequently, the data are not yet available Development of a documentation programme for the historical businesses of the urban fabric Number of “Traditional Activities” of the city of Florence which, following accurate in Category B: categorisation of recognition, has identified the activities that are still the Regulation to be defined in operating, highlighting the salient characteristics autumn 2018. Consequently, the and possible elements of particular prestige for data are not yet available each one Number of “Historical Street Identification of the 10 general protection criteria Vendors” in Category C: categorisation of the Regulation Establishing of the new Regulation for the protection to be defined in autumn 2018. and enhancement of the historic and traditional Consequently, the data are not Florentine activities yet available

Monitoring of the Management Plan 107 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.5 LIVEABILITY, COMMERCE AND RESIDENCE IN THE HISTORIC CENTRE

Municipality of Florence – Directorate 28. Project MEASURES FOR RESPONSIBILITIES monitored ENSURING THE of Economic Activities and Tourism; the UNESCO Office PROTECTION AND DECORUM OF THE CULTURAL HERITAGE OF THE HISTORIC CENTRE - “UNESCO REGULATION”

Since 2012, as a result of the intervening liberalisation of the sector, there has been a dramatic increase in new GOAL food- and beverage-related activities in the World Heritage site. To date, the expansion of the food trade inside the Historic Centre has led to a homogenization of the functions, and therefore to the risk of distorting the identity of the area. It has been found that in relation to the retail outlets of foodstuffs, their presence for inhabitants in the World Heritage site is far superior to the average regional Tuscan data, and in recent years, within this category, many commercial activities have opened that are mostly dedicated to the sale of alcohol and spirits compared to the sale of groceries to support the residents. This Regulation therefore intends to pursue the protection of the Historic Centre of Florence, World Heritage site (an area with special value and of historical, artistic, architectural and environmental interest for the city), by generally countering the degradation, the elements and behaviour that cause damage to the aspects of general interest, such as public health, civil coexistence, urban decorum, the historical urban landscape, and the cultural and the historical-architectural identity of the city centre, also in compliance with the urban mobility programmes, the limitations or prohibitions of vehicular traffic and the prevention of both atmospheric and acoustic pollution. In order to safeguard the Historic Centre, restrictions or bans have been applied to the opening of new activities. More specifically, this measure puts a three-year stop to the opening of activities selling food and beverages and fixed retail outlets of foodstuff, as well as artisan or industrial activities for the preparation or sale of food. Exceptions are provided for places of culture, libraries, theatres, cinemas and museums, where these activities can continue to open.

SAFEGUARDING - LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) To avoid distorting the identity of the Historic Centre, by regulating the topic of the openings of economic EXPECTED RESULTS activities for serving and selling food products, and regulating the topic of the sale of alcohol

Drawing up of the Reduction of the ACTIVITIES EFFICACY Regulation, “Measures for INDICATORS percentage in the opening the protection and decorum of food-related activities of the cultural heritage of the in the Historic Centre Historic Centre", approved with Council Resolution no. 4 dated 18/01/2016

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TIMELINE MEASURES FOR ENSURING THE PROTECTION AND DECORUM OF THE CULTURAL HERITAGE OF THE HISTORIC CENTRE - “UNESCO REGULATION”

First phase: SINCE 2017 Stop to the opening of new activities as foreseen by the law, with exceptions made for those which: - comply with the specific criteria (regulations governing the short supply chain and traditional products) - propose innovative offers that fit well into the context of the Historic Centre (derogation procedure) Establishing, application and monitoring of the Regulation with the applicable standards on the short supply chain goods Management of the derogation procedures

Second phase:

Three-year stop to the opening of economic activities according to the regulation: - because the expansion of the food trade (increased overall by 78.7% from 2012 up until now in the World Heritage area, according to data provided by the Statistical Office of the Municipality of Florence) within the Historic Centre gives rise to an authentic homogenization of the activities operating in this area, and as a result there is the risk of seeing the identity of the World Heritage site become distorted - because the estimate of the density within the World Heritage site is 217 economic activities per square kilometre, whereas outside this area, the estimate is 11 economic activities per square kilometre - because for the retail commercial and artisan/industrial activities involved in the production, preparation and/or sale of foodstuffs, the ratio is 181.80 activities per square kilometre in the World Heritage site against 13.93 activities per square kilometre outside this area (data supplied by the Department of Economic Development of the Municipality of Florence) - pursuant to an amendment to the Regulation due to City Council Resolution no. 27 dated 27.04.2017

Third phase: 2018 Consolidation of the results referring to the application of the Regulation, by dissuading operations - instrumentally aimed at neutralising the effectiveness of the restrictive regulations 2019

No activities are currently foreseen 2020 - 2021

- BUDGET

Monitoring of the Management Plan 109 2. Monitoring the Management Plan 2.5 The monitoring datasheets 2.5.5 LIVEABILITY, COMMERCE AND RESIDENCE IN THE HISTORIC CENTRE

A 72% reduction in the opening STATE OF EFFICACY INDICATORS: IMPLEMENTATION of food-related activities in the Historic Centre: during the first three months of 2018 only seven food-related activities opened in the Historic Centre. During the Activities currently underway and results obtained: same months in 2017 a total of 25 new food-related activities had Establishing of a regulation previously non-existent opened in this sector

Management of the administrative practices

Drafting of two amendments to the Regulation

Collaboration with the Superintendency for the decisions in this sector

Drawing up of Agreements with the Tuscan Regional Authority for the dissemination of the regulations in this sector

43 new openings of artisan activities during the first three months of 2018

No new openings of supermarkets or mini-markets

Increase in the openings of new commercial activities in the districts outside the Historic Centre, focussing the development and revitalisation goal in the suburbs

Since January 2018 the following have been opened in Via Maggio: two art, design and antique galleries, a design and architecture studio (currently being opened) and a haute-couture fashion boutique

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Municipality of Florence – Directorate of 29. Project COMPLETION OF RESPONSIBILITIES monitored SOCIAL HOUSING IN Property Management THE FORMER MURATE COMPLEX

The rehabilitation of the former Murate complex can be placed within the broader Residential Building Programme GOAL – ERP – of the Municipality of Florence. Founded in the 15th century as a monastery, the Murate became a prison in 1832 and continued to serve this function up to 1985. After this the complex was abandoned for several decades, an extensive derelict area on the outskirts of the district of Santa Croce. The operation was launched in 1997 through the decision of the City Council to allocate the funds of the ERP to the former prison complex. The principal idea was that of creating a multi-functional area in which the traditional cultural, social and productive functions of the district could be regenerated.

LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Creation of residences intensely integrated with urban and service functions, restoring a situation of EXPECTED RESULTS abandon and dereliction in progress for decades in an area of more than two and a half hectares in the heart of the Historic Centre 2) Increase of the City Council housing stock through interventions on non-residential building complexes 3) Creation of social housing inside the Historic Centre 4) Enhancing and protecting of public assets 5) Undertaking of a wide-ranging action of regeneration of the building fabric in urban areas (especially through the recovery of public spaces for social and cultural use)

Building recovery Number of lodgings ACTIVITIES EFFICACY interventions of the Council INDICATORS created in all of 2015 of the Tuscan Regional Authority 43/2009 Measure Number of lodgings B – 12 lodgings foreseen in the Preliminary Project of 1998 Building recovery interventions of the Council of the Tuscan Regional Authority 43/2009 Measure E – 5 lodgings

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TIMELINE COMPLETION OF SOCIAL HOUSING IN THE FORMER MURATE COMPLEX

1998: SINCE Preliminary Project

1998 2012 - 2013: Drafting of the building recovery project for the creation of interventions as per Measure B and Measure E for a total of 17 lodgings

2015: Continuation of the design and implementation of 3 intervention lots with a total of 79 lodgings

Simultaneous implementation of the building recovery interventions in accordance with Measure B and 2016 Measure E - 2017

The end of the building recovery interventions is scheduled for this period and the handing over of 17 2018 lodgings (Propriety of the Municipality of Florence) - 2019

No activities foreseen 2020 - 2021

€ 2,216,344 BUDGET Measure B € 622,038 Measure E

79 lodgings created in all of 2015 STATE OF EFFICACY INDICATORS: IMPLEMENTATION 65 lodgings foreseen in the Preliminary Project of 1998

2018:

2 building recovery interventions

17 lodgings created

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Municipality of Florence - Directorate of 30. Project OLTRARNO PROJECT RESPONSIBILITIES monitored Economic Activities and Tourism

The Municipality of Florence and the Chamber of Commerce of Florence share the following strategic lines of GOAL action, towards which the project activities will be guided, both individually and in partnership betweenthe signatories: economic animation and tourist promotion of the historic Oltrarno district; promotion of initiatives to support the creation of new craft enterprises or the development of those already in existence, through tools of training, updating, incubation and/or facilitated funding; support for initiatives of promotion-marketing of Florentine artistic craftsmanship, both by enterprises with premises in the Oltrarno district and those located more generally within the Florentine territory; identification of private technical partners for the development of European projects; participatory itineraries for the identification of projects and initiatives conceived to enhance the image of the district, leading to the selection of concrete actions to resolve the more critical situations of urban decay and to foster dialogue for the shared proposition and development of innovative solutions that accentuate the suggestive atmosphere of the streets and squares of the district.

SAFEGUARDING - LIVING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Sharing and coordinating of actions with all authorities and other institutions, for enhancement ofthe EXPECTED RESULTS Oltrarno area and consequent promotion of the sector of Florentine artistic craftsmanship and the local economic fabric 2) Enhancement of the Oltrarno district and its urban décor, also with a view to redistributing tourist flows 3) Enhancement of one of the most typical districts of Florence, restoring to due consideration lifestyle, the history and the traditions to be made known throughout the world as an authentic heritage of the city.

Recovery works of the Church of S. Carlo dei ACTIVITIES Inauguration of the recent renovations of Barnabiti the Conventino with the development of the Officina Creativa Artex Development of a Showroom of the Artistic and Traditional Craftsmanship and of a tourist Enhancement of Piazza del Carmine, Piazza reception and information point that enhances dei Nerli, Santa Maria Soprarno, Piazza del the cultural heritage of the district Cestello

Acquisition and enhancement of the Granaio Restoration of the ramps in the former Caserma Cavalli in Piazza Tasso and setting up of a digital hub for young Lighting of S. Spirito people and start-ups

Flight Project

Enhancement of the green areas

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Annual presentation of the craftsmanship on the premises of EFFICACY INDICATORS FLIGHT manifestation in the the Vecchio Conventino (by 2016) Oltrarno area 1/1 1/1

Green areas and playgrounds Restructuring of the squares of enhanced in the Oltrarno area the Oltrarno area 4/4

Integrated project for the Creation of the App and promotion of Florentine artistic Guidebook for the Oltrarno area 1/1

TIMELINE OLTRARNO PROJECT

InfoPoint Project + Showroom FIRST YEARS Flight Project in the Oltrarno area

Spaces and initiatives for promoting Florentine craftsmanship

Opening of the Rose Garden with the open-air Folon museum all year round

Enhancement of the Bobolino Garden

In December 2016 the new recently renovated Conventino was inaugurated the development of the Officina 2016 Creativa Artex - Presentation of the Oltrarno App + Guidebook in 2017 2017 Restructuring of the Church of San Carlo dei Barnabiti

Enhancement of the squares: start of the enhancement works on Piazza del Carmine; Piazza dei Nerli

Renovation of the décor (park benches, games, picnic tables, fencing) in the Oltrarno area

Enhancement of the Boschetto Lapi at Piazzale Michelangelo

Enhancement of the Carraia Garden

Consolidation of the walls in the garden of Palazzo Vegni

Enhancement of the Nidiaci Garden

Enhancement of the Carraia Garden 2018 Flight 2018

July 2018: restoration of the ramps with funding from the Fondazione CR Firenze (€ 1,600,000)

Acquisition and enhancement of the Granaio in the former Caserma Cavalli by the Fondazione CR Firenze

Enhancement of the squares: Piazza del Carmine (2018) and Santa Maria Soprarno (2018)

Recovery and clearing away of the slopes of Viale dei Colli (Machiavelli-Galilei-Michelangelo) with weeding - replanting of trees along Viale Galilei

Flight 2019 2019 Infopoint 2019 Project

Lighting in S. Spirito (Sacristy + Church)

Officina Creativa: training courses for artisans and guided tours

Recovery and clearing away of the slopes of Viale dei Colli (Machiavelli-Galilei-Michelangelo) with weeding - replanting of trees along Viale Galilei

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Piazza Cestello 2020 - Flight 2020 e 2021 2021 Officina Creativa

BUDGET € 370,000 Church of San Barnabiti € 60,000 Lighting in S. Spirito € 50,000 Parks and gardens 2016 € 200,000 Rental of Conventino € 8,600,000 Acquisition of the Granaio, former Caserma Cavalli by the Fondazione CR Firenze

Annual presentation of the Flight STATE OF EFFICACY INDICATORS: IMPLEMENTATION manifestation in the Oltrarno area 1/1

Green areas and playgrounds The commitment of the Florentine institutions to enhanced in the Oltrarno area: the enhancement of the Oltrarno area will continue. opening all year round of the The renovating works will be completed in the Rose Garden with the open-air Church of S. Carlo dei Barnabiti, which will host a Folon museum; enhancement of the Showroom of Artistic and Traditional Craftsmanship Bobolino garden, Carraia Garden, and place a tourist reception and information Boschetto Lapi at Piazzale point for enhancing the cultural heritage of the Michelangelo and the Nidiaci district. At the same time the Granaio will come to Garden; consolidation of the life in the former Caserma Cavalli of Piazza Tasso walls of the garden of Palazzo thanks to the close collaboration of the University Vegni; renewal of the décor (park of Florence, the start-up of Nana Bianca and benches, games, picnic tables, the Fondazione CR Firenze, which will provide fencing) in the Oltrarno area innovative spaces for businesses in the Information and Communication Technology sector. This Integrated project for the project also enters under the actions shared by the promotion of Florentine artistic Memorandum of Understanding of the Florentine craftsmanship on the premises of ecosystem of the services for creating innovative the Vecchio Conventino (by 2016) companies with close collaboration among the 1/1 Municipality of Florence, the University of Florence, the Foundation for Research and Innovation, Nana Restructuring of the squares Bianca and ImpactHub. of the Oltrarno area: Piazza dei Nerli (2017), Piazza del Carmine (2018) and Santa Maria Soprarno (2018) 3/4

Creation of the App and Guidebook for the Oltrarno area by the Comitato Oltrarno Promuove 2.0 (consisting of Commerce and Craft Associations in this sector) 1/1

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Municipality of Florence – Directorate of 31. NEW PROJECT TO URBAN SIGNAGE RESPONSIBILITIES BE INCORPORATED IN Economic Activities and Tourism; UNESCO THE REVIEW OF THE Office MANAGEMENT PLAN

The goal of the signage project for the pedestrian wayfinding is to introduce measures for the protection and GOAL decorum of the cultural heritage of the Historic Centre, through a set of signs which contain simple and essential information (maps, drawings and pictograms), useful to move easier around the city. The urban Signage is based on the completion of the project Walking in Florence and therefore, on the creation of the following activities: recognition and representation on a map of the installations already implemented, currently being carried out or already planned; analysis, identification and representation on the map ofthe additional signs required for completion of the general project; drawing up of a user manual including a technical datasheet for each sign and its relative positioning.

KNOWING Long-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) The designing of a series of signage elements and their positioning on crossroads and in significant urban EXPECTED RESULTS sites: the orientation totems contain simple and essential information (maps, pictograms, tourist and place names information) and are characterised in particular by the use of parameters and indications referring to the time needed to cover a certain distance on foot (6/12 minutes - 500/1000 meters, travel time indexes now standardised at a European level).

Recognition and representation on maps of Drawing up of a user manual that will contain ACTIVITIES the installations implemented, currently being a technical datasheet for each sign and its carried out or already planned positioning

Analysis, identification and representation Drawing up of guidelines for enhancing on maps of additional signage elements the image of the city (urban décor, necessary for completing the general project communication) in part already developed in the “Public Space" project of the UNESCO Office of the Municipality of Florence

Identification and geo- Translation into English of all EFFICACY INDICATORS referencing of the religious the texts (type C5) 1/1 sites, historical buildings totems for the positioning and Increase and replacement of the replacement of the signage with wayfinding (type C2) 1/1 historical information 1/1

Rewriting of the historic texts in Italian (type C5) 1/1

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TIMELINE URBAN SIGNAGE

The signage project for the Walking in Florence pedestrian orientation developed from research work carried 2012 out in 2012. The goal of the project was the "construction" of a wayfinding system for the city of Florence, and the study and defining of the different types of signage

Identification and geo-referencing of the religious sites, historical buildings, totems for positioning and 2017 replacing the signage with historical information Rewriting of the historic texts (type C5, signage dedicated to the religious sites)

Translation into English (type C5, signage dedicated to the religious sites)

Meetings with the Superintendency

Increase and replacement of the wayfinding (type C2)

Updating and revision of the contents of the signage dedicated to the monuments 2018 Replacing of the signage of the religious sites: creation of a dedicated C5 free-standing sign able to align with - the wayfinding system, offering additional information possibilities 2019 Completion of the signage

Insertion of the signage in a sample area

No activities scheduled 2020 - 2021

€ 400,000 BUDGET

1/1 Identification and geo- STATE OF EFFICACY INDICATORS: IMPLEMENTATION referencing of the religious sites, historical buildings, totems for the positioning and replacement of the signage with The project is currently in the phase of discussion historical information and approval of the contents and replacement and installation of the new signage in the city. 1/1 Rewriting of the historic texts in Italian (type C5)

1/1 Translation into English of all the texts (type C5)

0/1 Increase and replacement of the wayfinding (type C2)

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Tuscan Regional Authority 32. NEW PROJECT TO URBAN WASTE - RESPONSIBILITIES BE INCORPORATED IN Urban Strategies THE REVIEW OF THE MANAGEMENT PLAN for Waste Mana- gement in Tourist Cities

The goal of the Urban Waste project is the implementation of actions aimed at preventing waste production and GOAL improving its management in 11 European tourist cities, including Florence. These cities are in fact dealing with additional challenges due to the high tourist flows, often seasonal. The first design step is to analyse the urban metabolism of the tourist cities, in order to gain in-depth understanding of the interactions between tourist flows and territorial resources, and in particular, the impact generated by the production and management of waste. Starting from these analyses, through the development of a participatory path based on close interaction among technicians and decision-makers, private companies, associations, citizens and tourists, innovative shared strategies will be defined, tested and monitored in the pilot cities, capable of ensuring efficient and sustainable management of waste in these situations. To this end, a “Comunità di Pratica” (Community of Practice) has been established, entailing participation of the local actors.

LIVING Medium-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Improvement of waste management by addressing the criticalities brought about by the high tourist flows EXPECTED RESULTS 2) Promotion and structuring of a participation process of the key stakeholders for defining thewaste management policies 3) Experimentation and monitoring of innovative strategies

Prevention of food waste: promotion of Communication campaign ACTIVITIES “doggy bags”, introduction of specific menus (for children, half portions) Creation of a WASTEAPP

Recovery of restaurant and hotel food to be donated for social solidarity purposes

Promotion of the use of the public water supply

Promotion of the recycling with new collection points and dissemination of instructions in various languages

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Number of stakeholders Number of incoming facilities/ EFFICACY INDICATORS involved/ 35 commercial activities involved/ 30

Number of actions implemented/ 6 Number of tourists involved/ 30,000

TIMELINE URBAN WASTE - URBAN STRATEGIES FOR WASTE MANAGEMENT IN TOURIST CITIES

Analysis of the urban metabolism SINCE 2016 Setting up of a “Comunità di Pratica” (Community of Practice) and creation of three events: - Event launch on occasion of the marathon “Notturna di San Giovanni”(St. John’s Night) (June 2017) - 1st participatory design event for selecting the actions to be implemented (October) - 2nd event aimed at defining the Operational Plans (November)

In January-February 2018, the Operational Plans that have to be implemented were finalised, first in a trial 2018 phase, then in a final experimentation phase between May 2018 and December 2018 - In May 2018 a Memorandum of Understanding was signed by the stakeholders and the implementation of 2019 the measures was launched, to be carried out in the peak tourist season. Also foreseen are a communication campaign and the creation of a waste APP (WASTEAPP) that provides information to tourists on how to collect waste, and on the location of the separate waste collection containers and the water fountains

The project will be concluded in 2019

Promotion of the results of the project 2020 - 2021

€ 150,000 BUDGET The project is funded through the Horizon 2020 programme; the Tuscan Regional Authority has obtained a contribution which first includes the personnel expenses (including travel expenses) € 23,000 For expenses related to the organisation of events and the printing of communication material.

34 stakeholders involved/ 35 STATE OF EFFICACY INDICATORS: IMPLEMENTATION 0 actions implemented/ 6: currently all the actions have been initiated but not yet The project started on 01.06.2016 and will end implemented on 31.05.2019, however the actions initiated in the course of 2018 should continue and become 9 incoming facilities/commercial permanent after the experimentation phase. activities involved/ 30

3,500 tourists involved/ 30,000

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Municipality of Oporto; 33. NEW PROJECT TO ATLASWH- RESPONSIBILITIES BE INCORPORATED IN Heritage in the Municipality of Florence; Municipality of THE REVIEW OF THE Atlantic Area: Bordeaux; MANAGEMENT PLAN Edinburgh World Heritage; Sustainability of Consorcio de la Ciudad de Santiago de the Urban World Compostela Heritage Sites

The goal of the European AtlaSWH EAPA_631/2016 INTERREG Atlantic Area 2014 - 2020 project is to foster a GOAL thought-provoking and comparative analysis of the different World Heritage sites involved in the project in order to draw up a Sustainability Plan for each site and implement a shared methodology for an integrated management and monitoring model. The creation of a network of the World Heritage cities is also planned, dedicated to the exchange of skills and best practices regarding the management of the World Heritage sites. This common methodology for the planning, monitoring and governance of the five World Heritage cities (Oporto, Florence, Bordeaux, Edinburgh and Santiago de Compostela) will be updated over the years, based on the evolution and changes of each World Heritage site, thus making it possible to have shared solutions for the common challenges in the future.

LIVING Medium-term action MISSION Timing

SUSTAINABLE DEVELOPMENT GOALS (AGENDA 2030)

1) Creation of a study on the common challenges of the five World Heritage sites EXPECTED RESULTS 2) Creation of a Sustainability Plan 3) Dissemination of the results of the project

Oporto will guide the management and Florence will mainly deal with the ACTIVITIES general coordination of the project by building development of a study of the common the network and framework and ensuring challenges, the collection of information the completion of the various phases of the on regulations, management models, project (WP – Work Packages). In addition, international recommendations and best it will define the communication strategy practices, comparing all the information (internal and external) and the dissemination collected, and producing a guide for the of the activities and results of the project. As development of the Sustainability Plans and regards the intellectual contents of AtlaSWH, their implementation. Other activities that Oporto will establish a common methodology will see the involvement of Florence include for the strategic management of the World the organisation of the second meeting Heritage sites in the Atlantic Area, for the of the cities (WP1 - October 2017); the purpose of pursuing a sustainable governance organisation of training and awareness- model for all the partners involved. raising activities for students, teachers, and

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professionals (WP3); the development of a the project and be made aware of its key specific Management and Sustainability Plan for concepts. In addition, a common training Florence and the organisation of training for programme for local professionals will managers/stakeholders on the Management be established. In order to ensure more and Sustainability Plan for Florence (WP7). widespread public involvement, a “Week of Bordeaux will be responsible for the WP7 the World Heritage Sites of the Atlantic Area” - Management Tools, that is, the creation will also be organised. of an initial database that will gather the Santiago de Compostela will be responsible information obtained through the diagnosis for the WP4, that is, an initial Diagnosis study. This database, which will be further dealing with the state of the art of each developed and expanded, and the set of World Heritage site of the project. The established indicators (with the creation aspects that will be addressed are for of a manual of monitoring indicators), will example: conservation of the buildings, allow each World Heritage site to establish public space, inhabitants, economic activities, a monitoring process. Finally, each partner environment, tourism, management tools, and will define the training workshops for their the governance and sustainability model. Each managers and personnel, to help them better partner city must identify its main criticalities, understand and apply the Management and opportunities and aspects that could have Sustainability Plan. positive/negative impacts in the future Edinburgh will guide the implementation which influence the World Heritage site. of the strategic plan of transnational After defining the common framework, each capitalisation and the transfer of national partner will provide a diagnosis of their own knowledge. The capitalisation activities will World Heritage site. have a strong educational value, so much so that the local schools will participate in

Development of the Diagnosis 1/1 Development of training EFFICACY INDICATORS activities for professionals and Development of the Criticalities schools 1/1 Study 1/1 Week of dissemination of the Development of the Database results of the project 1/1 and entering of the monitoring indicators 1/1

TIMELINE ATLASWH- HERITAGE IN THE ATLANTIC AREA: SUSTAINABILITY OF THE URBAN WORLD HERITAGE SITES

2016 Development of the project and awarding of the Interreg programme - Coordination of the project by Oporto 2017

2018 First meeting of the project held in Oporto (30-31 January 2018) and presentation of the World Heritage - sites involved in the project 2019 Start of the Diagnosis work by Santiago De Compostela (February – May/June/July 2018)

Start of the Study of the common criticalities by Florence (August/September 2018 - 2019)

Second meeting of the project in Florence (October 2018)

Third meeting of the project in Oporto (April 2019)

Fourth meeting in Santiago (November 2019)

Communication

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Project coordination

Training activities in the schools

Defining of the methodology for the Sustainability Plans

Database, monitoring and benchmarking

2020 Fifth meeting in Bordeaux (May 2020) - Week of dissemination of the results (June 2020) 2021 Sixth meeting in Edinburgh (November 2021)

Training activities in the schools

Training activities of the professionals

Operability of the methodology for the Sustainability Plans

Database, monitoring and benchmarking

€ 1,822,665 BUDGET

Development of the Diagnosis: in STATE OF EFFICACY INDICATORS: IMPLEMENTATION the completion phase 0/1

Development of the Criticalities Study: activity still to be Currently Santiago de Compostela is performing implemented 0/1 the initial Diagnosis work. To this phase, the Study of the common criticalities to the World Heritage Development of the Database sites to be performed by the Municipality of and entering of the monitoring Florence and the University of Florence will follow. indicators: several relevant indicators have been identified for the cities in the project. The database is still to be created 0/1

Development of training activities for professionals and schools: activity still to be implemented 0/1

Week of dissemination of the results of the project: activity still to be carried out 0/1

122 Monitoring of the Management Plan 2.6. New challenges for the management of the Historic Centre of Florence

During the monitoring, it was found that at the level of implementation of the projects:

The majority of the projects are still in progress Some projects are currently at a standstill; however, a start-up phase is foreseen in the future (e.g. Florence Heritage) Some of the projects are in their initial phase (e.g. Study of the Load Capacity) Some projects are yet to be developed (e.g. Heritage Florence Data)

In addition, the monitoring of the projects of the Action Plan has led to the:

redefining, in some cases, of the title and extent of the project (e.g. Ele.C.Tra.); addition of other monitoring projects and the future revision of the Management Plan (e.g. Heritage Impact Assessment).

For the defining and identification of new projects to be included in the monitoring and revision of the Management Plan, the UNESCO/ ICOMOS Advisory Mission, held in Florence from 22 to 25 May 2017, has been fundamental. During the Advisory Mission, UNESCO/ ICOMOS experts met with local and national authorities, citizens and associations, for the purpose of evaluating the State of Conservation of the site, having an overview of infrastructure projects and their impact, and suggesting short/medium/long-term actions.

The topics analysed during the Advisory Mission included:

1 the creation of the tramlines passing through the Historic Centre of Florence; 2 the hypothesis of creating an underground tram through the Historic Centre of Florence; 3 the creation of the high-speed railway tunnel; 4 the sale of public or semi-public monumental complexes to private subjects and the changing of their intended use for tourism purposes; 5 methodological criteria of the Buffer Zone area and the Belvedere points; 6 enlargement of the Florence airport; 7 waste management; 8 commodification of the historic and cultural heritage (advertising and temporary events); 9 construction of underground parking stations.

A report was drawn up by the UNESCO/ICOMOS experts after the Advisory Mission (that can be downloaded at the following link http:// QR www.firenzepatrimoniomondiale.it/wp-content/uploads/2015/11/mis- 174-may2017.pdf). Several recommendations for the Historic Centre of Florence have been advanced in the report, including the following:

R4 that the City should specifically develop and maintain a register of buildings (regardless of ownership) that contribute to the cultural heritage of the city, but are ‘at risk’ as a result under-use and/or decay, as a basis for actively encouraging action by both public and

Monitoring of the Management Plan 123 2. The Monitoring of the Management Plan 2.6. New challenges for the management of the Historic Centre of Florence

private owners;

R5 at the next review the plan (Management Plan) identifies more clearly how the Outstanding Universal Value is expressed through the physical and social fabric, defining the attributes of the site which carry its Outstanding Universal Value;

R6 Heritage Impact Assessment informed by the Guidance on Heritage Impact Assessments for Cultural World Heritage Properties (ICOMOS, 2011) be embedded as a process in managing the city. For infrastructure projects, it should begin when concepts are first suggested, with a correspondingly strategic assessment of their potential impacts (both direct and consequential) on cultural heritage, particularly OUV. HIA should then be developed and applied through options appraisal and all subsequent stages of project development.

These recommendations were taken into consideration during the monitoring of the Management Plan, with the identifying of new strategic projects to be included in the revision of the Plan, such as the following projects: Heritage Impact Assessment – HIA, that complies with both Recommendations R5 and R6; Heritage Florence Data, that complies with Recommendation R4.

These projects will be developed by the Joint Workshop between the Municipality of Florence and the University of Florence, Heritage_ CITYlab (18*).

Following is a list of the projects monitored which are considered appropriate to maintain and include in the future revision of the Management Plan of the Historic Centre of Florence, World Heritage site:

MANAGEMENT OF THE TOURISM SECTOR TOURIST DESTINATION MONITORING CENTRE (OTD) FLORENCE GREENWAY STUDY ON THE LOAD CAPACITY OF THE HISTORIC CENTRE FIRENZE CARD AND FIRENZE CARD+

New Projects identified during the monitoring phase to be included in the future revision of the Management Plan include: DESTINATION FLORENCE MOBILE ANALYTICS

18*. Heritage_CITYlab In 2015, the Joint Research Workshop was established between the UNESCO Office of the City of Florence and the University of Florence, Heritage_CITYlab, in the aim of defining plans, actions and projects for the sustainable development of the World Heritage site, with particular reference to the Management Plan.

124 Monitoring of the Management Plan 2. The Monitoring of the Management Plan 2.6. New challenges for the management of the Historic Centre of Florence

CONSERVATION AND KNOWLEDGE OF THE MONUMENTAL HERITAGE HECO (Heritage COlours) APPLICATION OF THE BUFFER ZONE NUOVI UFFIZI – WORKS OF ARCHITECTURAL AND STRUCTURAL RESTORATION, FUNCTIONAL ADAPTATION WITH THE INSTALLATION OF MECHANICAL, ELECTRICAL AND SPECIAL SYSTEMS GRAPHITI KOMMANDO FIRENZE PERBENE FLORENCE I CARE FLORENCE HERITAGE

New Projects identified during the monitoring phase to be included in the future revision of the Management Plan include: HERITAGE IMPACT ASSESSMENT (HIA) TOWN PLANNING REGULATIONS FLORENCE AND THE CULTURAL INHERITANCE OF ITS RELIGIOUS HERITAGE HERITAGE FLORENCE DATA

TRANSPORT SYSTEM BIKE SHARING E-MOBILITY LINES 2 AND 3 OF THE NEW TRAMWAY

THE RIVER ARNO AND CLIMATE CHANGE FLOOD RISK MANAGEMENT PLAN (PGRA) GUARDA IN FACCIA L’ALLUVIONE (FACE UP TO THE FLOOD) ARNO, UN FIUME PER AMICO (YOUR FRIEND THE RIVER ARNO) PROVISIONAL PLAN FOR THE HYDRAULIC RISK (PSRI) CIVIL DEFENCE OF THE MUNICIPAL MUSEUMS IN EMERGENCY

LIVEABILITY, COMMERCE AND RESIDENCE IN THE HISTORIC CENTRE REGULATION OF HISTORIC AND TRADITIONAL COMMERCIAL ACTIVITIES MEASURES FOR ENSURING THE PROTECTION AND DECORUM OF THE CULTURAL HERITAGE OF THE HISTORIC CENTRE - “UNESCO REGULATION” COMPLETION OF SOCIAL HOUSING IN THE FORMER MURATE COMPLEX OLTRARNO PROJECT

New Projects identified during the monitoring phase to be included in the future revision of the Management Plan include: URBAN SIGNAGE URBAN WASTE – Urban Strategies for Waste Management in Tourist Cities ATLASWH – Heritage in the Atlantic Area: Sustainability of the Urban World Heritage Sites

Monitoring of the Management Plan 125

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Photo by: Mélanie Fiol Laura Plūmiņa Domenico Loia Vitalis Hirschmann Wellington Rodriguez

Inside cover image by: Luigi Zumkeller, Veduta Panoramica di Firenze, 1934-1936, Firenze, Museo di Palazzo Vecchio, Comune di Firenze.

Translation by Lexis srl

Graphics by Mallet Studio malletstudio.com

Monitoring of the Management Plan 131 Notes: ISBN n° 978-88-944238-1-5